Realising the Olympic dream: vision, support and challenge

The sporting arena is replete with examples and anecdotes of great inspirational coaches that have led teams to success, often in the face of adversity and against seemingly better opponents. The role of the coach in developing and motivating athletes has also been the focus of much research in sport psychology (e.g., Challaduria 1990; Smith & Smoll, 2007). Despite the ease with which one readily accepts that coaches can be inspirational, the sport coaching literature is somewhat devoid of research on inspirational coaches and the effects of such coaches on athletic success. The purpose of the current paper is to theoretically delineate the inspirational effects of coaches in sport. Given the relative paucity of inspiration-related research in sport we draw upon contemporary theories of leadership from organisational and military psychology (e.g., transformational and charismatic leadership theories). We propose a sport-specific model of leadership that centres around the vision, support, and challenge meta-cognitive model developed by Arthur and Hardy in military contexts. The model posits that �great� coaches inspire their athletes by: (a) creating an inspirational vision of the future; (b) providing the necessary support to achieve the vision; and (c) providing the challenge to achieve the vision. The underlying proposition is that the vision provides meaning and direction for followers� effort. That is, the vision serves as the beacon around which all the sweat, pain and sacrifice involved in achieving success at the highest level in sport is directed. At the heart of this model is the notion that athletes can achieve their dreams provided they are inspired to do so; this is because all other things being equal the person who is motivated to practice longer and train harder will ultimately be the best. The current paper will delineate the coach�s role in inspiring the athlete to train harder and longer

Newcomer Socialization and Stress: Formal Peer Relationships as a Source of Support

The present study examined formal peer developmental relationships within a graduate academic setting. Specifically, the relations between short-term mentoring provided by more experienced peers, multiple aspects of socialization, and stress were investigated. Data were collected from first-year MBA students working in teams which were formally assigned to second-year MBA peer mentors. Results indicated that the psychosocial mentoring provided by peers related positively to politics and performance aspects of socialization, while career-related mentoring related positively to the aspect of socialization that deals with the establishment of successful and satisfying relationships with organizational members. Both mentoring functions were positively related to the amount of help in coping with stress that respondents indicated their mentors provided. Further, mentoring was related to overall socialization, and overall socialization was related to work-induced stress; however, socialization did not mediate the relationship between mentoring and work-induced stress. The results underscore the valuable role that more experienced peers can serve in mentoring newcomers and enhancing socialization. The results also provide empirical support for expanding conventional views regarding the network of viable mentoring relationships