Introduction
The involvement of students in sporting activities in their respective school is a crucial element of their education, either in private or public-school settings. Encouraging sporting activities in schools is backed on educational basis by educational results and educational philosophy. Several educational leaders are of the opinion that students who take part actively in school sporting activities enjoy better psychomotor, cognitive and affective development (Zaichkowsky, 2006). The rapidly developing concept of sport psychology is loaded with benefits for schools, especially regarding the provision of much-needed expertise for increasing the likelihood of exercise and sport bringing about positive experiences for the school children. Importantly, sport psychology applies research and theory to advise and teach coaches, athletes and even parents with the aim of engendering optimal sport performance and participation (Zaichkowsky, 2006; Anshel, 2011).
Generally, three commonly intersecting sectors form the basis on which sport psychology is built on, and these can be seen in the chart below. The biggest interest is on the first focus area namely “performance enhancement”. In this area, sport psychologists, either trained sport scientists or psychologists with huge sport experience, advise their clients via experimentally proven methods so as to improve their performances (Zaichkowsky, 2006). The next focus area is known as the health and exercise psychology. The last focus area is known as social psychology. In this area, sport psychologists study and teach on subjects like diversity and gender, athlete career growth, fan behaviours, moral development, motivation and leadership and this also intersects with health psychology and performance enhancement.
Sports psychology in dealing with sports loss
Normally, athletes go through intense training for performance improvement. If they do not take enough time to rest however, they could suffer from declines in their performance. Intense exercise without proper rest and recovery, a phenomenon called overtraining, is now a real danger athletes from all sporting sectors face (Kreher & Schwartz, 2012). With improvements in athlete performances, there is a corresponding increase in physical demands specifically higher number of training hours every week and even more demanding training exercises. Present day cultural demands have caused even higher training intensity, for instance, via higher competition, expanded athlete performance duration, from the youth till professional level and selection of players while younger. Oddly, especially when considering the psychological benefits physical activity has, in the case of athletes being over trained,...
References
Anshel, M. H. (2011). Sport psychology: From theory to practice. Pearson Higher Ed.
Gill, D., Williams, L., & Reifsteck, E. (2017). Psychological dynamics of sport and exercise. Human Kinetics.
Gonzalez, S. P., Smith Machin, A. L., & Cogan, K. D. (2014). “Diversity in sport”. In J. L. Van Raalte & B. W. Brewer (Eds.), Exploring sport and exercise psychology (3rd ed., pp. 427–450).
Hays, K. F., & Baltzell, A. (2016). Clinical sport psychology. In J. C. Norcross, G. R. VandenBos, D. K. Freedheim, M. M. Domenech Rodríguez, J. C. Norcross, G. R. VandenBos, ... M. M. Domenech Rodríguez (Eds.) , APA handbook of clinical psychology: Roots and branches (pp. 337-350). Washington, DC, US: American Psychological Association. doi:10.1037/14772-017
Institute of Medicine, (2013). Sports-related concussions in youth: improving the science, changing the culture. National Academies Press.
Kreher, J., & Schwartz, J. (2012). Overtraining syndrome: A practical guide. Sports Health: A Multidisciplinary Approach, 4, 128–138.
Zaichkowsky, L. (2006). Sport psychology: A primer for educators. The Journal of Education, 187(1), 1-8.
Multidimensional Model of Sport Leadership Effective leaders manage the majority of successful organizations or teams, athletic or otherwise. A leader may be an expert, a supervisor, a respected person, someone who controls aversive power or someone that has the capacity to dispense rewards (Ryan, 1982). A leader may possess have one or more of these characteristics, depending on the individual. In addition to leadership characteristics, leaders may also differ in their leadership
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