Exploring cognitive restructuring: A multi-foci leadership perspective |
| |
| Institution: | 1. Department of Tourism, Sport & Hotel Management, Griffith University, Australia;2. Department of Marketing, Griffith University, Australia;3. School of Tourism & Hospitality Management, Temple University, United States;1. The University of Memphis, 495 Zach Curlin Street, 308 Elma Roane Fieldhouse, Memphis, TN 38152, USA;2. The University of Tulsa, 800 S. Tucker Dr., Helmerich Hall 302-B, Tulsa, OK 74104, USA;1. Analytical Biochemistry Research Centre, Universiti Sains Malaysia, 11800 USM, Penang, Malaysia;2. School of Pharmaceutical Sciences, Universiti Sains Malaysia, 11800 USM, Penang, Malaysia;3. Centre for Global Sustainability Studies, Universiti Sains Malaysia, 11800 USM, Penang, Malaysia;1. Diabetes, Endocrinology & Metabolic Medicine, Department of Medicine, Imperial College London, St Mary’s Campus, Norfolk Place, London W2 1PG, UK;2. Department of Medicine, Faculty of Medicine Siriraj Hospital, Mahidol University, 2 Prannok Road, Bangkoknoi, Bangkok 10700, Thailand;3. India Diabetes Research Foundation and Dr A. Ramachandran’s Diabetes Hospitals, 28 Marshalls Road, Egmore, Chennai 600 008, India |
| |
| Abstract: | Athletics teams operate in contexts where team culture fluctuates with constant change (i.e., player turnover). In such dynamic sport environments, a strong leadership core needs to be in place to effectively navigate changes in team culture. The purpose of this study was to use the multi-foci perspective of leadership to explore the values and shared leadership qualities associated with proactively managing cognitive restructuring. A case study approach was used to examine a female sport team that recently encountered a shift in team culture. Semi-structured interviews were conducted with players and coaches (N = 31) who represented both leaders and followers from a shared leadership perspective. The findings contribute to sport management theory by defining the complexity of cognitive restructuring and establishing the necessity of shared leadership (i.e., leaders and followers) during this stage of the change process. |
| |
| Keywords: | Team culture Shared leadership Case study |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
