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Myers ND Wolfe EW Maier KS Feltz DL Reckase MD 《Research quarterly for exercise and sport》2006,77(4):451-463
This study extended validity evidence for multidimensional measures of coaching competency derived from the Coaching Competency Scale (CCS; Myers, Feltz, Maier, Wolfe, & Reckase, 2006) by examining use of the original rating scale structure and testing how measures related to satisfaction with the head coach within teams and between teams. Motivation, game strategy, technique, and character building comprised the dimensions of coaching competency. Data were collected from athletes (N = 585) nested within intercollegiate men's (g = 8) and women's (g = 13) soccer and women's ice hockey (g = 11) teams (G = 32). Validity concerns were observed for the original rating scale structure and the predicted positive relationship between motivation competency and satisfaction with the coach between teams. Validity evidence was offered for a condensed post hoc rating scale and the predicted relationship between motivation competency and satisfaction with the coach within teams. 相似文献
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Emily Myers 《Journal of Personnel Evaluation in Education》1993,7(1):67-79
Conclusion Supervision, the most prevalent of the control mechanisms studied, was used in all of the schools to varying degrees. The frequency of superintendent visits fluctuated between a high of almost every day, in the case where the superintendent and the principal shared the same facility, to two times a year. Superintendents did visit schools without formal sessions with the principals. Several principals described their superintendents' visits as informal walk-throughs. District size did not influence the frequency of supervision by the superintendents. Schools in both large and small districts received roughly the same number of visits. Ninety-two percent of the principals received a medium or high number of visits. In some schools, particularly unit districts composed of grades kindergarten through 12, principals were evaluated by associate superintendents for secondary education. Central office personnel usually visited several times each month. Principals from large districts received fewer visits from central office staff than did principals from medium or small districts. Most principals perceived the visits by their superintendents and central office personnel as nonthreatening. When superintendents and central office administrators visited schools, they added to the system of control by collecting information about all aspects of schooling, including the climate. In general, principals perceived supervision as light, and felt that schools and principals were afforded considerable autonomy.Vanderbilt University 相似文献