| dc.contributor.author | Fransen, Katrien | |
| dc.contributor.author | Mertens, Niels | |
| dc.contributor.author | Cotterill, Stewart | |
| dc.contributor.author | Broek, Gert Vande | |
| dc.contributor.author | Boen, Filip | |
| dc.date.accessioned | 2020-01-10T12:41:04Z | |
| dc.date.available | 2020-01-10T12:41:04Z | |
| dc.date.issued | 2020 | |
| dc.identifier.citation | Fransen, K., Mertens, N., Cotterill, S., Broek, G. V. and Boen, F., 2020. From autocracy to empowerment: Teams with shared leadership perceive their coaches to be better leaders. Journal of Applied Sport Psychology, 32 (1), 5-27 https://doi.org/10.1080/10413200.2019.1617370 | en |
| dc.identifier.issn | 1041-3200 | |
| dc.identifier.uri | https://aecc.archive.knowledgearc.net/handle/123456789/117 | |
| dc.description | Available under License - Creative Commons Attribution: https://creativecommons.org/licenses/by-nc-nd/4.0/ | en |
| dc.description.abstract | Sports coaches often fear that empowering the players in their team would undermine their own leadership status. To investigate the legitimacy of this perception, we mapped the leadership structure within 64 sports teams (N = 840). The results highlight that the perceived leadership quality of the coaches is positively related to the density of their team's leadership networks (i.e., the average leadership qualities of all players). This finding held for task, motivational, social, and external leadership. The best coaches are thus the ones who adopt a shared leadership approach and who strengthen the leadership quality of their players. | en |
| dc.language.iso | en | en |
| dc.publisher | Journal of Applied Sport Psychology | en |
| dc.title | From autocracy to empowerment: Teams with shared leadership perceive their coaches to be better leaders | en |
| dc.type | Article | en |
| dc.identifier.doi | https://doi.org/10.1080/10413200.2019.1617370 | |
