The Organizational Tasks of High-Performance Gymnastic Coaches

The purpose of this study was to report the knowledge used by expert high performance gymnastic coaches in the organization of training and competition. In-depth interviews were conducted with 9 coaches who worked with male gymnasts and 8 coaches who worked with female gymnasts. Qualitative analyses showed that coaches of males and coaches of females planned training similarly, except that coaches of females appeared to emphasize esthetic and nutritional issues to a greater extent. Coaches of males revealed more concerns about the organization of gymnasts' physical conditioning. Analysis indicated that expert gymnastic coaches of males and females are constantly involved in dynamic social interactions with gymnasts, parents, and assistant coaches. Many areas of coaches' organizational work, such as dealing with the athletes' personal concerns and working with parents, are not part of the structure of coaches' training programs and emerged as crucial tasks of expert gymnastic coaches for developing elite gymnasts.

Pédagogie Sportive et Conditions D'Apprentissage

In the last few years, studies in sport pedagogy have supplied data on the learning conditions provided to young athletes during training sessions and games. From the results of these studies, we learned that, in general, the coach spends most of his/her time observing and organizing rather than teaching. Results also show that the motor engaged time of a participant represents only one third of the training session. Based on the data available, training programs for coaches is one way to improve the learning conditions of youth sports.

Applied Research Sport Experiences, Milestones, and Educational Activities Associated With High-Performance Coaches' Development

What experiences are needed to become a high-performance coach? The present study addressed this question through structured retrospective quantitative interviews with 10 team- and 9 individual-sport coaches at the Canadian interuniversity-sport level. Minimum amounts of certain experiences were deemed necessary but not sufficient to become a high-performance coach (e.g., playing the sport they now coach and interaction with a mentor coach for all coaches, leadership opportunities as athletes for team-sport coaches only). Although coaches reported varying amounts of these necessary experiences, general stages of high-performance coach development were traced. Findings serve to identify and support potential high-performance coaches and increase the effectiveness of formal coaching-education programs.