Changing Team Culture: The Perspectives of Ten Successful Head Coaches

By Schroeder, Peter J. | Journal of Sport Behavior, March 2010 | Go to article overview

Changing Team Culture: The Perspectives of Ten Successful Head Coaches


Schroeder, Peter J., Journal of Sport Behavior


In the last five years, head coaches' salaries in college athletics have increased significantly. In many cases head basketball and football coaches earn more than faculty members, university presidents, and are often the highest paid public employees in their respective states (Des Moines Register, 2007; USA Today, 2007). In part, this is due to the amount of revenue and notoriety successful coaches can generate for universities through ticket sales, post-season appearances, and donations. However, as coaches' salaries and institutional rewards have increased, so has the pressure on coaches (Curtis, 2003; Simers, 2007). Prior to the explosion in coaching salaries, most institutions followed the model articulated by former University of Notre Dame president Theodore Hesburgh (1990) that provided coaches with a five-year window to achieve success. However, that window was effectively shut in 2003 when Notre Dame unprecedentedly fired its football coach after three years of a five-year contract (Wojciechowski, 2007). Administrators, boosters, and fans now expect success in a narrow time frame, and as a result coaches are pressed for tactics to generate it (Curtis).

Research on coaching has offered many such tactics for coaches. Much of the coaching psychology literature has focused on leadership, team cohesion, communication, and motivation (e.g.,; Chelladuari, 2005; Duda & Balaguer, 2007; LaVoi, 2007; Widmeyer, Brawley & Carron, 2002). In contrast, very little research has examined the symbolic or interpretive elements of coaching. Yet Martens (1987) contends that the essence of coaching is developing a "team culture" (p. 33) or a social and psychological environment that maximizes a team's ability to achieve success. In fact, several coaches have identified team culture as a key to their teams' success (Anderson, 2007; Thamel, 2005; Voight & Carroll, 2006; Whiteside, 2004) because it creates an environment in which all members, "think alike, talk alike, and act alike so they can support and reinforce the best in one another" (Voight & Carroll, p. 324). Despite this, few studies have examined team culture nor how team culture can be changed.

There is, however, a large body of research studying the organizational cultures of large corporations and educational institutions (Dension, Haaland & Goelzer, 2004; Kotter & Heskett, 1992; Smart & St. John, 1996; Xenikou & Simosi, 2006). Many researchers are "convinced of the link between culture and performance" (Rollins & Roberts, 1998, p.6) because it improves the clarity of work and workers' self-esteem (Deal & Kennedy, 1982; Kotter & Heskett; Oden, 1997). While others are skeptical that such findings can be generalized (Wilderon, Glunk & Maslowski, 2000), the research does provide a framework for investigating team culture and how team culture might be changed. Thus, this study used the organizational culture perspective to examine the degree to which team improvement featured a change in team culture. In addition, the study sought to identify the leader actions that facilitated team culture change.

Organizational Culture Perspective

While there are many ways to examine organizational behavior, the organizational culture perspective focuses on the symbolic and interpretive elements of organizations (Morgan, 1997). It has become a popular way to assess organizations, but "like so many concepts, organizational culture is not defined the same way by any two popular theorists" (Ivancevich & Matteson, 1992, p. 675). Although Martin (2002) has identified integrative, differentiation, and fragmentation models of organizational culture, Schein's (2004) integrative, leader-centered model is most commonly accepted and is best suited to the coach-centered model of intercollegiate athletics (Bolman & Deal, 2003; Hatch, 2000; Morgan, 1997; Sathe & Davidson, 2000). This conception views organizational culture as a pattern of shared assumptions that guides behavior in an organization. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited article

Changing Team Culture: The Perspectives of Ten Successful Head Coaches
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this article
  • Highlights & Notes
  • Citations
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.