Psychology

Question 1

References for ‘keeping goals private’ (2)
K & L
W & C

Answer 1

Kyllo & Landers 1995
Ward & Carnes 2002

Question 2

References for visual imagery question (4)
H, J, G
W, H
O, P
C, W

Answer 2

Hardy, Jones & Gould 1996
White & Hardy 1998, p389
Orlick & Partington 1988
Callow and Waters 2005

Question 3

References for which came first cohesion or performance (3)
C B W
C C W
C

Answer 3

Carron, Brawley & Widmeyer (1988, p.213)
Carron, Coleman and Wheeler (2002)
Carron, 1988

Question 4

References for togetherness question
C B W
W D

Answer 4

Carron, Brawley & Widmeyer (1988, p.213)
Widmeyer & Ducharme 2008

Question 5

References for transformational leader (5)
N
B
R C
C
S

Answer 5

Northouse (2001, p3)
Beauchamp (2014)
Robbins and Coutler (2007)
Charbonneau et al (2001)
Smith et al (2013)

Question 6

References for multidimensional model of leadership
C

Answer 6

Chelladurai (1990, 1993)

Question 7

References for ‘keeping goals private’ (2)

Answer 7

Kyllo & Landers 1995
Ward & Carnes 2002

Question 8

References for visual imagery question (4)

Answer 8

Hardy, Jones & Gould 1996
White & Hardy 1998, p389
Orlick & Partington 1988
Callow and Waters 2005

Question 9

References for which came first cohesion or performance (3)

Answer 9

Carron, Brawley & Widmeyer (1988, p.213)
Carron, Coleman and Wheeler (2002)
Carron, 1988

Question 10

References for togetherness question (2)

Answer 10

Carron, Brawley & Widmeyer (1988, p.213)
Widmeyer & Ducharme 2008

Question 11

References for transformational leader (5)

Answer 11

Northouse (2001, p3)
Beauchamp (2014)
Robbins and Coutler (2007)
Charbonneau et al (2001)
Smith et al (2013)

Question 12

References for multidimensional model of leadership

Answer 12

Chelladurai (1990, 1993)

Question 13

References for ‘keeping goals private’

Answer 13

Kyllo & Landers 1995
Ward & Carnes 2002

Question 14

References for visual imagery question

Answer 14

Hardy, Jones & Gould 1996
White & Hardy 1998, p389
Orlick & Partington 1988
Callow and Waters 2005

Question 15

References for which came first cohesion or performance

Answer 15

Carron, Brawley & Widmeyer (1988, p.213)
Carron, Coleman and Wheeler (2002)
Carron, 1988

Question 16

References for togetherness question

Answer 16

Carron, Brawley & Widmeyer (1988, p.213)
Widmeyer & Ducharme 2008

Question 17

References for transformational leader

Answer 17

Northouse (2001, p3)
Beauchamp (2014)
Robbins and Coutler (2007)
Charbonneau et al (2001)
Smith et al (2013)

Question 18

Kyllo & Landers 1995

Answer 18

Co-operative: effect size 0.62, participant set 0.49, assigned 0.3
Private goals: 0.06, public: 0.79

Question 19

Ward & Carnes 2002

Answer 19

Self-set and public posting of goals in 5 college line-breakers, rapidly improved practice and competitive performance from 70% baseline to 95% post intervention

Question 20

Hardy, Jones & Gould 1996

Answer 20

Imagery is a symbolic experience occurring in any sensory mode

Question 21

White & Hardy 1998 p.389

Answer 21

Imagery mimics real experiences

Question 22

Orlick & Partington 1988

Answer 22

99% of 235 athletes report vivid use of imagery

Question 23

Callow and Waters (2005)

Answer 23

High kinesthetic and internal imagery could be a flat-race horse jockey rider

Question 24

Carron, Brawley & Widmeyer (1988, p.213)

Answer 24

Group cohesion is a dynamic process of a group sticking together and remain united in pursuit of agreed objectives

Question 25

Carron Coleman Wheeler (2002)

Answer 25

Met-analysis of 46 studies of 9988 athletes and 1044 teams Large effect size of 164 (large relationship between cohesion and sport). No sig difference between direction of relationship or cohesion type by direction (photo) Work together, in a cycle

Question 26

Carron 1988

Answer 26

Counter act social loafing Importance of individual contribution, increases accountability.

Question 27

Widmeyer & Ducharme 2008

Answer 27

Research suggests that goal setting is important in improving team cohesion and team effectiveness

Question 28

Northouse 2001, p.3

Answer 28

Leadership is an individual who influences a group of individual to achieve a common goal

Question 29

Beauchamp (2014)

Answer 29

Transformational leaders go above and beyond to inspire, encourage and stimulate others

Question 30

Robbins and Coutler (2007)

Answer 30

transformational leaders help to achieve extraordinary outcomes

Question 31

Charbonneau et al 2001

Answer 31

Transformational leadership affects intrinsic motivation and therefore sports performance

Question 32

Smith et al (2013)

Answer 32

Transformational leadership affects intra-team communication and therefore group cohesion.

Question 33

PLAN: Critically discuss the multidimensional model of leadership.

Answer 33

Chelladurai's model (1990, 1993) Antecedents: * Situational characteristics: Opposition, weather etc * Leader: Gender, experience, personality * Member: Ability, age, mental toughness Leader behaviour: * Required: What is required by the leader in the situation * Actual: What leader actually does * Preferred: Behaviour that followers would like to see in the leader Consequences: * Performance and satisfaction +ves: * Flexible and adaptive as it recognises different situations * Focus on group satisfaction and performance (productivity) * Promotes self-reflection for leaders (allows for adjustment of leadership style) -ves: * Complexity due to multiple variables * Assumes leaders are capable of identifying the right behaviour * Time intensive * Initial model didn’t show a link between member and required behaviour showing that it was only the preferred behaviour of the members that leaders could use.

Question 34

Antecedants

Answer 34

Situational characteristics: Opposition, weather etc * Leader: Gender, experience, personality * Member: Ability, age, mental toughness

Question 35

Leader behaviour

Answer 35

Required: What is required by the leader in the situation * Actual: What leader actually does * Preferred: Behaviour that followers would like to see in the leader

Question 36

Consequences

Answer 36

* Performance and satisfaction

Question 37

Positives

Answer 37

Flexible and adaptive as it recognises different situations * Focus on group satisfaction and performance (productivity) * Promotes self-reflection for leaders (allows for adjustment of leadership style)

Question 38

Negatives

Answer 38

* Complexity due to multiple variables * Assumes leaders are capable of identifying the right behaviour * Time intensive * Initial model didn’t show a link between member and required behaviour showing that it was only the preferred behaviour of the members that leaders could use.