The Value of Emotional Intelligence for High Performance Coaching
By J. T. Chan, Clifford J. Mallett. 2011
106 citations recorded by the source corpus.
Similar to an effective leader in business, a high-performance sports coach requires qualities beyond technical and tactical acumen, such as leadership and the ability to facilitate a functional leader-follower relationship. Underpinning this dynamic relationship that exists between the coach and athlete is a leader's acumen associated with emotional intelligence (EI). This article aims to highlight the utility of EI for high-performance sport coaches, and provide concrete examples as to how EI might enhance a coaches' ability to lead and direct the production of high-performance with their staff and athletes. First, a brief overview of the link between EI and leadership quality is presented. Second, Mayer and Salovey's (1997) four-branch model of EI (i.e., perceiving, using, understanding, and managing emotions) will be used as a framework for demonstrating how a coach may use such abilities to lead and produce high-performance.
Subfields: Developmental and Educational Psychology, Social Psychology
View Paper: https://www.semanticscholar.org/paper/bc4802dc3e74ecf64f101e20d9f72304f72dc00d
How researchers see this paper
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In Developmental and Educational Psychology
- F. Guillén
- E. Chavez
- Fabrice Dosseville
- S. Lara-Bercial
- Sylvain Laborde
- K. Hodge
- Y. Lee
- Clifford J. Mallett
In Social Psychology
- S. Lara-Bercial
- K. Hodge
- Graham Henry
- Wayne Smith
- F. Guillén
- E. Chavez
- Fabrice Dosseville
- Sylvain Laborde
Citations in the corpus
- The Practices and Developmental Pathways of Professional and Olympic Serial Winning Coaches (2016, background): “As postulated by Chan and Mallett (2011), social and emotional intelligence 854 becomes a preeminent requirement for high performance coaches.”
- Validity of the trait emotional intelligence questionnaire in sports and its links with performance satisfaction (2014, background): “Athletes are not the only actors concerned, given that trait EI has also been related to coaching efficacy (Chan & Mallett, 2011).”
- A Case Study of Excellence in Elite Sport: Motivational Climate in a World Champion Team (2014, background): “” This focus on linking team performance expectations with team legacy/history appeared to share some similarities with the Chan and Mallett (2011) concept of the emotionally intelligent coach leveraging emotional contagion within a team by publically acknowledging individuals who had achieved perso”
- Emotional intelligence, emotional labor, coach burnout, job satisfaction, and turnover intention in sport leadership (2018, background): “…understand the consequences of that emotional state (i.e. the understanding and utilization of emotions), and decide on and express appropriate emotions in response (i.e. the management of emotions) that will contribute to the quality of the interpersonal relationship (Chan & Mallett, 2011).”