Sports coaching has quickly become recognised and developed as a profession (Duffy et al. 2011). Coaching can be described as a process that incorporates the application of 'professional, interpersonal and intrapersonal knowledge' which contributes to an athletes' 'competence, confidence, connection and character' that is specific to a particular coaching context (Côté and Gilbert, 2009). Coaching is an individual and a social process, due to its given nature it is inevitably connected to both the limitations and opportunities of human interactions (Cushion et al. 2003). Coaching is considered a unique profession as it integrates a 'multiplicity of roles' (Cushion et al. 2010 and Jones, 2000). Evidently the main principle within their role …show more content…
HP coaches are subsequently considered to be a main component in the development of successful elite athletes (Lyle, 2002). Although there is no literature available to define what HP coaching is, Mallet (2010) described HP coaching as a 'dynamic, complex and challenging vocation'. HP coaching is a dynamic procedure that involves the 'integration of a multitude of variables' which describes the HP coaches vocation as 'structured improvisation' (Cushion et al, 2006) . In recent years leading researchers have also identified that the role of the HP coach has transformed and consequently has become a more challenging and complex role (Mallett, 2010). The role of the HP coach is diverse as it is demanding. It is characterised by its intensive commitment to the athlete-coach relationship, meeting demands of the development and execution of programs, integration of staff members, planning and preparation for competition, public appearance objectives and 'extensive interpersonal contact' (Mallett et al. 2013). Additionally HP coaches may also be completely accountable for competition results (Mallett and Côté …show more content…
This would suggest this category relates to the on-field coaching approach and athlete-coach relationship. Additionally 'Indirect task behaviours' refers to a coaches responsibility of scouting, recruiting and incorporating activities that 'contribute indirectly to the success of the program' (MacLean and Chelladurai, 1995). Essentially this requires the overall management of staff, athletes and the sport science behind it. Administrative behaviours is quite narrowly defined as 'adherence to policies, procedures and budget guidelines and interpersonal relations with supervisors and peers that strengthen the administration of the whole enterprise' (MacLean and Chelladurai, 1995). Often this aspect of the model is overlooked by some HP coaches. Finally the final pillar of the MacLean and Chelladurai (1995) model is 'public relations behaviours'. Relating to the title this illustrates a coaches interactions with other programmes, local communities and peer groups. This model effectively summarises the roles and responsibilities of a High Performance Coach. The interactions of these elements of coaching work can significantly impact a HP coaches within their role as it outlines the basis of what their work entails (Mallett et al.