Developing emotion abilities and regulation strategies in a sport organization: An action research intervention

Driving and sustaining culture change in professional sport performance teams: A grounded theory

“…Including research that has addressed the functioning of entire elite sport organizations, and thus incorporating administrative and top-management elements (Wagstaff, Fletcher, & Hanton, 2012;Wagstaff, Hanton, & Fletcher, 2013), other inquiry has addressed the precise functioning of their performance departments (i.e., encompassing team management, support staff, and performers alone). More specifically still, an early focus of this latter area has been on the team management-led generation of high performing cultures (Cruickshank & Collins, 2012;Cruickshank, Collins, & Minten, 2013a), with a first theory of this culture change process in Olympic sport organizations recently developed (Cruickshank, Collins, & Minten, 2014).…”

“…More specifically, Fletcher and Wagstaff's review has informed inquiry into entire elite sport organizations, through which the significance of emotion-related abilities in all groups (i.e., performers, support staff, team management, administrators, board members) has been identified in particular (Wagstaff et al, 2012(Wagstaff et al, , 2013. These authors' appraisal has also provided context for different work on the precise functioning and leadership of elite sport organizations' performance departments, where attention has focused on those directly responsible for sporting performance; normally known as team managers, head coaches, directors of sport, or performance directors (e.g., Arnold, Fletcher, & Molyneux, 2012;Cruickshank & Collins, 2012;Cruickshank et al, 2013aFletcher & Arnold, 2011).…”

Driving and Sustaining Culture Change in Olympic Sport Performance Teams: A First Exploration and Grounded Theory

“…Reflecting this interest, scholars and consultants are continually seeking new ways in which success can be seized and sustained. Most recently, this pursuit has seen researchers move to examine the organizational and management factors which contribute to peak performance (Fletcher & Wagstaff, 2009;Wagstaff, Fletcher, & Hanton, 2012a;Wagstaff, Hanton, & Fletcher, 2013).…”

“…Reflecting this interest, scholars and consultants are continually seeking new ways in which success can be seized and sustained. Most recently, this pursuit has seen researchers move to examine the organizational and management factors which contribute to peak performance (Fletcher & Wagstaff, 2009;Wagstaff, Fletcher, & Hanton, 2012a;Wagstaff, Hanton, & Fletcher, 2013).While study in this budding area has primarily focused on holistic organizational functioning (incorporating strategic, policy, and administrative elements on top of traditional performance facets), it has concomitantly reinforced the significance of management-led processes within and for the principal gain of the performance department; including the Performance Director (hereafter PD) led creation and maintenance of a high performing culture (Fletcher & Arnold, 2011). With limited knowledge on this particular process unearthed to date, work is therefore required through which PD-led culture change can be theoretically understood and practically delivered (cf.…”

Exploring the emotional intelligence of leaders in governance of non-profit sports organizations: A voluntary vs. non-voluntary comparison

“…This is because we neither investigated what sorts of training programmes were in practice at the NSOs nor examined the impact of the EI traits of sport leaders on their effectiveness. Yet, it is likely that some EI training will strengthen the person-orientedness of an NSO leader (Wagstaff et al, 2013), which is necessary to maintain an internal environment that galvanises the emotional and social ties of the voluntary workforce. When trialled in NSOs, the effectiveness of such training programmes can be monitored by 360-degree appraisal designs.…”