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Is identity leadership provided by coaches and athlete leaders associated with performance? A cross‐cultural study in football teams.

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Title: Is identity leadership provided by coaches and athlete leaders associated with performance? A cross‐cultural study in football teams.
Authors: Butalia, Radhika, Boen, Filip, Haslam, S. Alexander, Van Puyenbroeck, Stef, Coffee, Pete, Biglari, Nasrin, Bruner, Mark W., Chaudhary, Aashritta, Chmura, Paweł, Crozier, Alyson J., George, Emma S., Gurjar, Swanaya, Hartley, Chris, Huzarski, Maciej, Leo, Francisco M., López‐Gajardo, Miguel A., Loughead, Todd M., Machida‐Kosuga, Moe, McLaren, Colin D., Nia, Seyed Reza Hosseini
Source: Applied Psychology: An International Review. Feb2025, Vol. 74 Issue 1, p1-30. 30p.
Subjects: Psychology of athletes, Group identity, Leadership, Ethnology research, Developed countries, Multiple regression analysis, Coaches (Athletics), Descriptive statistics, Cultural values, Attitude (Psychology), Athletic ability, Interpersonal relations, Data analysis software, Developing countries, Comparative studies, Psychosocial factors
Abstract: The social identity approach to leadership contends that the most effective leaders represent, advance, create, and embed a shared social identity (i.e., a sense of 'we' and 'us') within the groups they lead. Building on previous research, our study examines whether the perceived identity leadership of coaches and athlete leaders is associated with a range of key performance indicators (notably team and individual performance and effort) through team identification and team cohesion. We also examine if these relationships are generalisable across WEIRD (Westernised, Educated, Industrialised, Rich, and Democratic) and non‐WEIRD countries while looking at whether they vary as a function of national culture (i.e., ingroup collectivism). To this end, we collected data from 3,135 football players across 211 teams in nine countries who engaged in an average of 4.02 sessions per week (SD = 2.03). Data were analysed using multilevel (multigroup) regressions and indicated that coaches' and athlete leaders' perceived identity leadership was associated with all performance indicators via both team identification and cohesion. For the most part, these relationships held across WEIRD and non‐WEIRD countries. However, we also found some evidence that the relationships between identity leadership and performance varied cross‐culturally and were generally stronger in countries high on ingroup collectivism. Together, these data suggest that identity leaders—across geographical and cultural borders—can make teams more effective and that they achieve this by leveraging 'our' strength in ways that make 'us' more cohesive. [ABSTRACT FROM AUTHOR]
Copyright of Applied Psychology: An International Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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  Data: Is identity leadership provided by coaches and athlete leaders associated with performance? A cross‐cultural study in football teams.
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  Data: <searchLink fieldCode="AR" term="%22Butalia%2C+Radhika%22">Butalia, Radhika</searchLink><br /><searchLink fieldCode="AR" term="%22Boen%2C+Filip%22">Boen, Filip</searchLink><br /><searchLink fieldCode="AR" term="%22Haslam%2C+S%2E+Alexander%22">Haslam, S. Alexander</searchLink><br /><searchLink fieldCode="AR" term="%22Van+Puyenbroeck%2C+Stef%22">Van Puyenbroeck, Stef</searchLink><br /><searchLink fieldCode="AR" term="%22Coffee%2C+Pete%22">Coffee, Pete</searchLink><br /><searchLink fieldCode="AR" term="%22Biglari%2C+Nasrin%22">Biglari, Nasrin</searchLink><br /><searchLink fieldCode="AR" term="%22Bruner%2C+Mark+W%2E%22">Bruner, Mark W.</searchLink><br /><searchLink fieldCode="AR" term="%22Chaudhary%2C+Aashritta%22">Chaudhary, Aashritta</searchLink><br /><searchLink fieldCode="AR" term="%22Chmura%2C+Paweł%22">Chmura, Paweł</searchLink><br /><searchLink fieldCode="AR" term="%22Crozier%2C+Alyson+J%2E%22">Crozier, Alyson J.</searchLink><br /><searchLink fieldCode="AR" term="%22George%2C+Emma+S%2E%22">George, Emma S.</searchLink><br /><searchLink fieldCode="AR" term="%22Gurjar%2C+Swanaya%22">Gurjar, Swanaya</searchLink><br /><searchLink fieldCode="AR" term="%22Hartley%2C+Chris%22">Hartley, Chris</searchLink><br /><searchLink fieldCode="AR" term="%22Huzarski%2C+Maciej%22">Huzarski, Maciej</searchLink><br /><searchLink fieldCode="AR" term="%22Leo%2C+Francisco+M%2E%22">Leo, Francisco M.</searchLink><br /><searchLink fieldCode="AR" term="%22López‐Gajardo%2C+Miguel+A%2E%22">López‐Gajardo, Miguel A.</searchLink><br /><searchLink fieldCode="AR" term="%22Loughead%2C+Todd+M%2E%22">Loughead, Todd M.</searchLink><br /><searchLink fieldCode="AR" term="%22Machida‐Kosuga%2C+Moe%22">Machida‐Kosuga, Moe</searchLink><br /><searchLink fieldCode="AR" term="%22McLaren%2C+Colin+D%2E%22">McLaren, Colin D.</searchLink><br /><searchLink fieldCode="AR" term="%22Nia%2C+Seyed+Reza+Hosseini%22">Nia, Seyed Reza Hosseini</searchLink>
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  Data: <searchLink fieldCode="DE" term="%22Psychology+of+athletes%22">Psychology of athletes</searchLink><br /><searchLink fieldCode="DE" term="%22Group+identity%22">Group identity</searchLink><br /><searchLink fieldCode="DE" term="%22Leadership%22">Leadership</searchLink><br /><searchLink fieldCode="DE" term="%22Ethnology+research%22">Ethnology research</searchLink><br /><searchLink fieldCode="DE" term="%22Developed+countries%22">Developed countries</searchLink><br /><searchLink fieldCode="DE" term="%22Multiple+regression+analysis%22">Multiple regression analysis</searchLink><br /><searchLink fieldCode="DE" term="%22Coaches+%28Athletics%29%22">Coaches (Athletics)</searchLink><br /><searchLink fieldCode="DE" term="%22Descriptive+statistics%22">Descriptive statistics</searchLink><br /><searchLink fieldCode="DE" term="%22Cultural+values%22">Cultural values</searchLink><br /><searchLink fieldCode="DE" term="%22Attitude+%28Psychology%29%22">Attitude (Psychology)</searchLink><br /><searchLink fieldCode="DE" term="%22Athletic+ability%22">Athletic ability</searchLink><br /><searchLink fieldCode="DE" term="%22Interpersonal+relations%22">Interpersonal relations</searchLink><br /><searchLink fieldCode="DE" term="%22Data+analysis+software%22">Data analysis software</searchLink><br /><searchLink fieldCode="DE" term="%22Developing+countries%22">Developing countries</searchLink><br /><searchLink fieldCode="DE" term="%22Comparative+studies%22">Comparative studies</searchLink><br /><searchLink fieldCode="DE" term="%22Psychosocial+factors%22">Psychosocial factors</searchLink>
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  Data: The social identity approach to leadership contends that the most effective leaders represent, advance, create, and embed a shared social identity (i.e., a sense of 'we' and 'us') within the groups they lead. Building on previous research, our study examines whether the perceived identity leadership of coaches and athlete leaders is associated with a range of key performance indicators (notably team and individual performance and effort) through team identification and team cohesion. We also examine if these relationships are generalisable across WEIRD (Westernised, Educated, Industrialised, Rich, and Democratic) and non‐WEIRD countries while looking at whether they vary as a function of national culture (i.e., ingroup collectivism). To this end, we collected data from 3,135 football players across 211 teams in nine countries who engaged in an average of 4.02 sessions per week (SD = 2.03). Data were analysed using multilevel (multigroup) regressions and indicated that coaches' and athlete leaders' perceived identity leadership was associated with all performance indicators via both team identification and cohesion. For the most part, these relationships held across WEIRD and non‐WEIRD countries. However, we also found some evidence that the relationships between identity leadership and performance varied cross‐culturally and were generally stronger in countries high on ingroup collectivism. Together, these data suggest that identity leaders—across geographical and cultural borders—can make teams more effective and that they achieve this by leveraging 'our' strength in ways that make 'us' more cohesive. [ABSTRACT FROM AUTHOR]
– Name: AbstractSuppliedCopyright
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  Data: <i>Copyright of Applied Psychology: An International Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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        Value: 10.1111/apps.12585
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