30 in each case and in the hypothesized direction." (Marcos, Miguel, Oliva, and Calvo. 2009, p.1) Individual self-efficacy in relation to the link with cohesion factors resulted in findings as follows:
"…individual level self-efficacy was significantly correlated with each of the cohesion dimensions except for unity of purpose. Self-efficacy by itself was only significantly related to positive social relations, and to the two cohesion dimensions of teamwork and attraction to group." (Marcos, Miguel, Oliva, and Calvo. 2009, p.1)
Also found to be among the cohesion factors were relationships and teamwork is reported to have had "a significant relationship with the rest of the components and attraction to the group and valued roles had a particularly strong relationship (r = 0.69, p < 0.05). Attraction to the group and valued roles were related to the sociogram variables and in the anticipated direction." (Marcos, Miguel, Oliva, and Calvo. 2009, p.1) it is reported that a hierarchical regression analyses was utilized in order to gain a better understanding of the relationship "between team cohesion and coaches' perceptions of efficacy and the coaches' perceptions of their athlete's efficacy" served as the dependent variable. (Marcos, Miguel, Oliva, and Calvo. 2009, p.1)
The study findings show that "43% of the variance in coaches' perceptions of efficacy was explained by the variables of valued roles, unity of purpose, and positive social relations. The strongest predictor was valued roles, which accounted for 22% of the variance. Those players who tend to have an important role tend to be rated by their coaches as having greater efficacy." (Marcos, Miguel, Oliva and Calvo, 2009, p.1)
The work of Brandon (2002) entitled "Team Cohesion and Success: Is There Really a Demonstrable Link?" reports that the key question for research in sport psychology "…is to prove that teams with greater cohesion are more successful. In addition, this is a question that various researchers have been grappling with for around 30 years. Famously, a German researcher called Hans Lenk") disproved the notion that only cohesive groups could win by showing data collected from the notoriously dysfunctional German rowing eight that was successful in the 1968 Mexico Olympic Games. Anecdotally, Olympic rowing provides another famous example of how low cohesion and success can mix, as 1988 GB gold medalists Holmes and Redgrave were supposedly not the best of pals! In subsequent Games (1992 and 1996), however, winners Redgrave and Pinsent were highly cohesive (from an outsider's viewpoint at least)." (Brandon, 2002, p.1)
According to Brandon these examples result in doubt concerning the assumption that the higher the cohesion the more likely the team will experience success "…, although a reasonable amount of research carried out in the 1970s and 1980s supported this assumption." (Brandon, 2002, p.1) However, Brandon states that if the relationship "between cohesion and success is not cut and dried, this raises more questions" including those stated as follows:
(1) if winning is possible without cohesion, how important is cohesion to the winning formula?
(2) Are there specific aspects of cohesion that are crucial for team success and others that are less important? (Brandon, 2002, p.1)
Brandon states that psychology researchers, if they are to make provision of reliable answers to these stated questions "…need to be able to analyze and measure team cohesion with validity. In science, the term validity refers to how well your measuring tool actually assesses what you are aiming to measure. In physical terms, a ruler is obviously a highly valid measure of length; but in the realms of psychology, in which variations in individual perceptions are involved, validity is not so easy to establish. A research team led by Albert Carron concluded that much of the early research on cohesion was limited by the less- than-rigorous Sport Cohesiveness Questionnaire in uses at this time." (Brandon, 2002, p.1)
VII. Group Environment Questionnaire
Carron and his colleagues set out to developed a tool that was more reliable and developed the 'Group Environment Questionnaire' (GEQ). Brandon reports that the objectives of Carron and his group were to "base this new tool on a sound concept of what cohesion actually involved for sports teams. They argued that previous research had over simplified the concept of cohesion by measuring one particular aspect, such as the perceived attraction of the group members to each other." (Brandon, 2002, p.1)
Brandon reports that there is obviously "more to the dynamics of the formation and workings of groups than how much the individual members like each other." (Brandon, 2002, p.1) Four key contributing factors were identified by Carron et al.'s., model of cohesion that are shown to interact and to facilitate social or task cohesion:
(1) environmental;
(2) personal;
(3) team and (4) leadership. (Brandon, 2002,...
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