Background of the Study
Coaching, as defined in around the 1800’s refers to an instructor or trainer. It first arose in Oxford University as slang for someone who “carries” a student through an exam. Through time, it was then used a term in sports but has also been influenced by many other fields like education, education and other organizational and leadership theories and practices.
Today, there are various styles of coaching and its application. Coaching has also branched out to include management, counselling and mentoring. But according to Cox, coaching is more focused on helping to identify the skills and capabilities that are within the person, and enabling them to use these skills to the best of their ability. (Cox E., 2010).
In sports, the coach is the person, who gets involved in all the aspect of sport including the physical and psychological development of the player. They are key persons who have influence on the players and also practice leadership by doing this.
A coach therefore is an important figure in the process of achieving athletic success (Tusak, 2001).
The various leadership styles can play a huge role in the performance of their players. According to Hollemback and Amorose there is a link between the athlete’s perceptions of their coach’s behaviour and their level of performance.
The two traditional broad categories of leadership styles recognized by most scholars and researchers are authoritarian or autocratic and participative or democratic.
Authoritarian is a top-down approach where you make decisions and the leader has no input into the process. It was used heavily during the industrial age and is still prevalent in many organizations.
The participative management style--the one more likely to be integrated with the coaching style--allows the member/trainee/employee to have input into the identification and resolution of problems and involvement in the decision-making process (Kornacki, 2008).