Sports Psychology II: Group Dynamics, Group Cohesion and Leadership in Sports, Cognitive Processes, Memory and Thinking, the Principles of Motor Skill Learning, the Transfer of Training and its Types, Long-Term and Short-Term Psychological Preparation for Competition, Psychological Skill Training for Activation and Relaxation, and Spectators and Sports Performance

The second half of Unit IV turns from the individual to the team and to learning. It covers how teams form and why some cohere and others fall apart, the models of sports leadership, the memory and thinking that underlie decisions on the field, how motor skills are learned and practised, how learning one skill helps or hinders another, how athletes are prepared mentally over a season and in the minutes before a start, the techniques for psyching up and calming down, and the effect of the crowd, including home advantage. Steiner's model of group productivity is worked as a number.

1. Group dynamics, cohesion and leadership

A team is a group with a shared identity, common goals, structured patterns of interaction, interdependent roles and norms. Bruce Tuckman described the stages through which groups develop: forming (members get to know one another and the task), storming (conflict over roles and leadership), norming (cohesion and agreed norms develop), performing (the group works efficiently towards its goals) and, added in 1977, adjourning (the group disbands). Group performance is not simply the sum of individual abilities. Ivan Steiner's model states that actual productivity = potential productivity − losses due to faulty processes, which are coordination losses (poor timing and teamwork) and motivation losses. The Ringelmann effect, in which individual effort per person falls as group size rises, and social loafing, the reduction of effort when individual contributions cannot be identified, are motivation losses; they are reduced by identifying individual contributions, giving each member a meaningful role and building cohesion.

Cohesion is the tendency of a group to stick together and remain united in pursuit of its goals and the satisfaction of members' needs. Albert Carron distinguished task cohesion, the degree to which members work together to achieve goals, from social cohesion, the degree to which they like one another; his conceptual model traces cohesion to environmental factors (contract, size, proximity), personal factors (satisfaction, similarity), leadership factors (coach behaviour and style) and team factors (shared goals, stability, success). Task cohesion is more closely related to performance than social cohesion, and the relation runs both ways: cohesion helps performance and success builds cohesion. It is measured with the Group Environment Questionnaire (Carron, Widmeyer and Brawley, 1985).

Leadership is the process of influencing individuals and groups towards goals. Leaders may be prescribed (appointed, such as the coach or a chosen captain) or emergent (arising from within the group). Trait approaches sought universal qualities of great leaders; behavioural approaches studied what leaders do, contrasting autocratic, democratic and laissez-faire styles; Fiedler's contingency model holds that the effectiveness of task-oriented or relationship-oriented leaders depends on how favourable the situation is. Packianathan Chelladurai's multidimensional model of leadership, the most influential in sport, holds that performance and satisfaction are greatest when the leader's actual behaviour matches both the behaviour the situation requires and the behaviour the members prefer; its Leadership Scale for Sports measures training and instruction, democratic behaviour, autocratic behaviour, social support and positive feedback.

2. Cognitive processes and the principles of motor skill learning

The information-processing view treats the athlete as a processor of information in three stages: stimulus identification (perceiving the ball's speed and spin), response selection (deciding which shot to play) and response programming (organising the movement). Memory has three stores: sensory memory holds a large amount of information for a fraction of a second, and selective attention passes a little of it on; short-term (working) memory holds about seven, plus or minus two, items for up to about 30 seconds unless rehearsed; long-term memory holds knowledge and motor programmes almost without limit. Thinking and decision-making in sport draw on pattern recognition built up by experience: an expert reads the play from fewer, earlier cues. Reaction time, the interval between a stimulus and the start of the response, increases with the number of possible choices (Hick's law), and a second stimulus arriving very soon after the first delays the response to it, the psychological refractory period that dummies and feints exploit.

Motor learning is a relatively permanent change in the capability for skilled movement resulting from practice or experience, inferred from performance. Fitts and Posner (1967) described three stages: the cognitive stage, in which the learner works out what to do, makes many errors and needs demonstration and simple instructions; the associative stage, in which the learner refines the movement, errors fall and feedback on technique helps; and the autonomous stage, in which the skill is automatic and attention is freed for tactics. Skills are classified as open (performed in a changing environment, such as a football pass) or closed (in a stable environment, such as a free throw); discrete, serial or continuous; gross or fine; and self-paced or externally paced. Practice can be massed (few, short rests) or distributed (more rest), whole or part, and blocked (one skill repeated) or random (skills mixed): random practice slows performance during practice but produces better retention and transfer, the contextual interference effect. Feedback may be intrinsic (from one's own senses) or extrinsic (augmented, from a coach or video), and extrinsic feedback may give knowledge of results (the outcome) or knowledge of performance (the quality of the movement). Thorndike's laws of readiness, exercise and effect, and the learning curve with its plateau, belong to the same subject.

Stage (Fitts and Posner)LearnerCoaching emphasis
CognitiveUnderstands the task; many large errors; inconsistentClear demonstration, few key points, simple practice
AssociativeRefines the movement; fewer errors; can detect some errorsFeedback on technique, more varied practice
AutonomousAutomatic, consistent; attention free for tacticsGame-like and pressure practice, fine detail, tactics

3. Transfer of training

Transfer is the influence of learning or practising one skill on the learning or performance of another. Positive transfer occurs when earlier learning helps, as when the throwing action helps the javelin or the badminton footwork helps squash; negative transfer occurs when it hinders, as when the flexible wrist action of badminton interferes with the firmer wrist of tennis strokes; zero transfer occurs when there is no effect. Bilateral transfer (cross-education) is transfer from one limb to the other, which is why practising with the non-dominant hand after the dominant one is easier than starting fresh. Proactive transfer is the effect of an earlier skill on a later one, and retroactive transfer the effect of a later skill on the retention of an earlier one. Transfer can also run from practice to competition, from part to whole, and from mental practice to physical performance.

Three classical theories explain transfer. Thorndike's theory of identical elements holds that transfer depends on the number of elements two tasks share, so practice conditions should resemble the game. Judd's theory of generalisation holds that transfer comes from understanding general principles that apply across tasks, so learners should be taught why, not just how. The Gestalt theory of transposition holds that transfer comes from perceiving the whole pattern or relationship. The implications for physical education are to teach skills in a sensible sequence so that each builds on the last, to make practice resemble competition, to point out similarities and differences between skills explicitly, to teach underlying principles, to avoid teaching two easily confused skills at the same time, and to learn each skill well, since transfer from a poorly learned skill is small.

⚠️ Negative transfer is not forgetting
Negative transfer means that a previously learned skill actively interferes with a new one because the two share a stimulus but demand different responses, as with the badminton and tennis wrist. It is not the gradual loss of a skill through disuse.

4. Psychological preparation and psychological skill training

Psychological preparation for competition works on two time scales. Long-term preparation, spread across the training year and planned alongside physical periodisation, builds psychological skills through a psychological skill training (PST) programme: an education phase (why the skills matter), an acquisition phase (learning techniques such as goal setting, imagery, self-talk, relaxation and concentration routines) and a practice phase (automating them and using them in simulated and real competition). It also develops motivation, confidence, coping with setbacks and team cohesion. Short-term preparation, in the days and minutes before an event, includes a pre-competition routine, arousal regulation to the individual's optimal zone, focusing on process cues rather than outcome, positive self-talk and imagery of successful performance, and plans for coping with likely distractions.

Psychological skill training for activation (psyching up) is used when arousal is too low, as in a routine early-round match or a long training session: energising imagery, energising self-talk and cue words ("explode", "drive"), increased breathing rate, pep talks, music with a fast tempo, physical activity in the warm-up and goal reminders. Training for relaxation is used when arousal or anxiety is too high. Somatic techniques act on the body: Edmund Jacobson's progressive muscular relaxation (1938), in which muscle groups are tensed and released in turn so that the athlete learns to recognise and release tension; controlled diaphragmatic breathing; and biofeedback, which displays heart rate, muscle tension or skin conductance so that the athlete learns to control them. Cognitive techniques act on the mind: autogenic training (Johannes Schultz), which uses self-suggestion of warmth and heaviness in the limbs; meditation and mindfulness; imagery of calm scenes; thought-stopping and cognitive restructuring of negative thoughts. The choice is matched to the kind of anxiety: somatic techniques for somatic anxiety and cognitive techniques for cognitive anxiety.

5. Spectators and sports performance

The presence of others affects performance. Robert Zajonc's social facilitation theory (1965) holds that the mere presence of an audience raises arousal, which increases the likelihood of the dominant (best-learned) response: so an audience improves the performance of simple or well-learned skills by experts and impairs the performance of complex or newly learned skills by beginners. Cottrell's evaluation apprehension theory adds that it is the sense of being judged, not mere presence, that raises arousal. The nature of the crowd matters: its size, its density, how close it is, whether it is supportive or hostile, and how knowledgeable it is.

Home advantage is the consistent finding that teams win more than half of their home games in balanced competitions (Courneya and Carron, 1992, reviewed the evidence). Explanations include crowd support, familiarity with the venue and conditions, the absence of travel fatigue, territorial and psychological factors, and the influence of crowd noise on officials' decisions. Under intense pressure at home, however, a team can suffer a "home disadvantage" in decisive matches when the expectations of the crowd heighten self-consciousness. The implications are to accustom learners gradually to performing in front of others, to practise complex skills until they are well learned before exposing them to crowds, and to rehearse with simulated noise and pressure.

Key takeaways

  • Teams develop through forming, storming, norming, performing and adjourning; actual productivity = potential productivity − process losses, and social loafing is reduced by identifying individual effort.
  • Carron separates task and social cohesion, task cohesion relating more to performance; Chelladurai's multidimensional model matches required, preferred and actual leader behaviour.
  • Motor learning passes through cognitive, associative and autonomous stages; random practice improves retention and transfer; feedback gives knowledge of results or of performance.
  • Transfer is positive, negative, zero, bilateral, proactive or retroactive, explained by identical elements, generalisation and transposition.
  • PST builds skills over the season; activation techniques raise low arousal and relaxation techniques (progressive relaxation, breathing, biofeedback, autogenic training) lower high arousal; audiences help experts on simple skills and hinder beginners on complex ones.

Practice questions (10)

Attempt each one before opening the answer. Every explanation names the tempting wrong option as well as the right one, because that is where marks are lost.

  1. Under Steiner's model, a relay team's potential productivity is rated 100 units and losses from poor baton exchanges and reduced effort are 15 units. What is its actual productivity? Type the number.

    Numerical answer — type the value.

    Show answer

    Answer: 85

    Actual productivity = potential productivity − losses due to faulty processes = 100 − 15 = 85. The baton exchanges are coordination losses and reduced effort a motivation loss; adding the losses instead of subtracting is the error.
  2. In Tuckman's model, the stage in which conflict arises over roles and leadership is

    1. storming
    2. norming
    3. performing
    4. forming
    Show answer

    Answer: A — storming

    Storming is the stage of conflict and resistance. Forming is getting acquainted, norming the development of cohesion and shared norms, and performing efficient work towards goals.
  3. Chelladurai's multidimensional model of leadership predicts the best performance and satisfaction when

    1. the leader's actual behaviour matches both the required behaviour and the members' preferred behaviour
    2. the leader has the traits of a born leader
    3. the leader is always autocratic
    4. the leader avoids giving any feedback
    Show answer

    Answer: A — the leader's actual behaviour matches both the required behaviour and the members' preferred behaviour

    The model's central prediction is congruence among required, preferred and actual leader behaviour. It rejects a single best style and trait-only explanations, and positive feedback is one of the behaviours its scale measures.
  4. A badminton player who takes up tennis finds that her flexible wrist action spoils her tennis strokes. This is an example of

    1. bilateral transfer
    2. positive transfer
    3. zero transfer
    4. negative transfer
    Show answer

    Answer: D — negative transfer

    An earlier skill interfering with a new one is negative transfer, typical when two skills share a stimulus but need different responses. Bilateral transfer is between limbs, and zero transfer means no effect.
  5. Assertion (A): The presence of spectators tends to impair a beginner's performance of a complex skill. Reason (R): According to Zajonc, an audience raises arousal, which increases the likelihood of the dominant response, and for a beginner the dominant response is usually incorrect. Choose the correct option.

    1. Both A and R are true, and R is the correct explanation of A
    2. Both A and R are true, but R is not the correct explanation of A
    3. A is true, but R is false
    4. A is false, but R is true
    Show answer

    Answer: A — Both A and R are true, and R is the correct explanation of A

    Both are true and R explains A: for a novice the best-learned response to a complex task is often an error, so the arousal from an audience makes errors more likely; for an expert on a simple task the same arousal helps.
  6. Which of the following are relaxation techniques used when arousal is too high? Select all that apply.

    1. Biofeedback
    2. Autogenic training
    3. Energising self-talk with cue words such as "explode"
    4. Progressive muscular relaxation
    Show answer

    Answer: A — Biofeedback; B — Autogenic training; D — Progressive muscular relaxation

    Jacobson's progressive relaxation, Schultz's autogenic training and biofeedback all lower arousal. Energising self-talk is an activation (psych-up) technique for when arousal is too low.
  7. In which stage of motor learning does a performer execute the skill automatically, leaving attention free for tactics?

    1. Autonomous stage
    2. Cognitive stage
    3. Associative stage
    4. Storming stage
    Show answer

    Answer: A — Autonomous stage

    In Fitts and Posner's autonomous stage the skill is automatic and consistent. The cognitive stage is understanding the task, the associative stage refining it, and storming belongs to Tuckman's model of group development.
  8. Players who practise several skills in random order perform worse during practice than players who practise each skill in blocks, but perform better on a later retention test. This is known as

    1. negative transfer
    2. the contextual interference effect
    3. the Ringelmann effect
    4. the psychological refractory period
    Show answer

    Answer: B — the contextual interference effect

    Mixing skills creates contextual interference, which makes practice harder but deepens learning and improves retention and transfer. The Ringelmann effect concerns group effort and the psychological refractory period delayed responses to a second stimulus.
  9. Which statements about group cohesion are correct? Select all that apply.

    1. Success can increase cohesion as well as cohesion improving performance
    2. Social loafing increases as individual contributions become more identifiable
    3. Task cohesion is more closely related to performance than social cohesion
    4. The Group Environment Questionnaire measures cohesion
    Show answer

    Answer: A — Success can increase cohesion as well as cohesion improving performance; C — Task cohesion is more closely related to performance than social cohesion; D — The Group Environment Questionnaire measures cohesion

    Task cohesion matters more for performance, the cohesion–performance relationship runs both ways and the GEQ is the standard measure. Social loafing falls, not rises, when individual contributions can be identified.
  10. Which theory of transfer recommends that teachers explain the underlying principles of a skill rather than only drilling the movement?

    1. Judd's theory of generalisation
    2. Selye's general adaptation syndrome
    3. Thorndike's theory of identical elements
    4. Hick's law
    Show answer

    Answer: A — Judd's theory of generalisation

    Judd held that transfer comes from understanding general principles, so teaching why aids transfer. Thorndike's identical elements stresses similarity between tasks; Selye's syndrome concerns stress and Hick's law reaction time.