Systematic Observation of Youth Ice Hockey Coaches During Games

The behaviors of youth ice hockey coaches during games are examined using the Coaches Observation System for Games. This tool identifies 16 types of coach behaviors and eight targets of such behaviors. Findings reveal that coaches spend 51.2% of their time simply observing the game. Other common coach behaviors are organizing (15%), directing the game (8.1%) and giving information (6.1%). Targets of these behaviors include players in action (40.9%), on the bench (30.4%) and in transition (22.3%).

Systematic Observation of Ice Hockey Referees During Games

A study analyzed the behaviors of eight youth ice hockey referees during 15 different games. The results support the potential educational role that referees can have during games.

A Review on Repeated Games and Reputations with Incomplete Information

In this project we review the effects of reputation within the context of game theory. This is done through a study of two key papers. First, we examine a paper from Fudenberg and Levine: Reputation and Equilibrium Selection in Games with a Patient Player (1989). We add to this a review Gossner’s Simple Bounds on the Value of a Reputation (2011). We look specifically at scenarios in which a long-run player faces a series of short-run opponents, and how the former may develop a reputation. In turn, we show how reputation leads directly to both lower and upper bounds on the long-run player’s payoffs.

Youth sport coaches’ reflections on leadership behaviours during games and practices

Youth sport coaches shape the developmental sporting experience for their athletes (Camiré, Trudel, & Forneris, 2014). Specifically, coaches who form individualized, supportive relationships with their athletes can increase the development of personal and social skills (Fraser-Thomas, Côté, & Deakin, 2005). In light of the value of these relationships, increasing evidence is prompting the application of leadership theories, such as Transformational Leadership (TFL), in youth sport (Vella et al., 2013). The aim of this study was to explore coach perceptions of how and why leadership behaviours are applied in the youth sport context. Eleven coaches (Mage= 42.3, SD= 15.2) were recruited from competitive youth soccer and volleyball clubs (athletes’ Mage= 15.8, SD= 1.9) in Eastern Ontario and participated in a stimulated recall interview. During the interviews, coaches reflected upon their own coaching behaviours and provided insight into the application of leadership behaviours in youth sport. Responses were prompted by relevant video sequences from recorded practice and game sessions. A thematic content analysis revealed that; i) coaches use a variety of leadership behaviours in youth sport, ii) the use of leadership behaviours vary across sport contexts or settings, and iii) contrasting leadership styles (e.g., transactional vs. transformational) are associated with distinctive coach objectives (e.g., promoting confidence vs. establishing respect). These findings have helped identify gaps within coach education, and provide theoretical insight for applying leadership theories, and more specifically TFL, to help improve the sport experiences of young athletes.

The Informational Commons at Risk (Working Paper 8)

Conventional wisdom says that we are on the cusp of a Global Information Society, in which new technologies will provide citizens with unprecedented access to information. This is an appealing but flawed vision of the future. Governments are still reluctant to disclose information about core functions. At the same time, neoliberal reforms have caused a diffusion of power across sectors and borders, confounding efforts to promote governmental openness. Economic liberalization has also made it more difficult to enforce corporate disclosure requirements. Meanwhile, technological change has spurred efforts by businesses and citizens to strengthen their control over corporate and personal information. Efforts to defend the borders of the “informational commons” — the domain of publicly-accessible information — will be also be complicated by problems of policy design and political mobilization. Imposing transparency requirements was easier when authority was closely held by national and sub-national governments. The task is more difficult when power is widely diffused.