This Master Thesis tries to analyze how both, sport and agile, could benefit from methods rooted in the other area respectively and where they have the same roots that could be utilized more efficiently. To analyze the current situation, a systematic literature review was conducted, trying to detect best practices and to receive a glimpse of the status quo.
Sport organizations as well as agile businesses are powered by the same engine: People. As these two areas here definitely have a common ground it would be interesting to see where else they could benefit and improve by orienting on the other area. One factor that needs to receive attention here is the impact of how people are educated, led, organized, and coached.
Inhaltsverzeichnis (Table of Contents)
- Abstract
- Contents
- 1 Introduction
- 2 Method
- 2.1 Research Questions
- 2.2 Review scope
- 2.3 Conceptualization
- 2.4 Literature search
- 2.5 Search results
- 2.6 Comments on the characteristics of this literature review
- 3 Success and failure
- 3.1 Potential success factors
- 3.2 Success factors for Olympic Sports
- 3.3 Performance factors
- 4 Organization
- 4.1 Change and innovation in organizations
- 4.2 Cooperation & competition in organizations
- 4.3 Comparison of sport and regular business organizations
- 4.4 Sport organizations
- 5 Organizational culture
- 5.1 Understanding organizational culture
- 5.2 Cultural identification
- 6 Resilience
- 6.1 How to improve resilience
- 6.2 Why resilience is important
- 7 Agile Methodology
- 7.1 The agile mindset
- 7.2 Key skills for innovation
- 7.3 Agile Organizations
- 7.4 Benefits and restrictions of agile
- 7.5 Implementing agile
- 8 Leadership
- 8.1 Leadership delimitations
- 8.2 Leader prerequisites
- 8.2.1 Leader's traits
- 8.2.2 Leader's attributes
- 8.2.3 Leader's behavior
- 8.3 Leadership styles
- 8.3.1 Hierarchical or traditional leadership
- 8.3.2 Affiliative leadership & charismatic leadership
- 8.3.3 Commanding leadership, directive leadership and pacesetting leadership
- 8.3.4 Transactional leadership
- 8.3.5 Empowering leadership
- 8.3.6 Transformational leadership and visionary leadership
- 8.3.7 Coaching leadership
- 8.3.8 Shared identity leadership
- 8.3.9 Shared leadership
- Leadership roles within shared leadership
- Benefits of shared leadership
- Selection of leaders in shared leadership
- Barriers and disadvantages of shared leadership
- 8.3.10 Summary of leadership styles
- 8.3.11 Hybrid leadership
- 8.3.12 Strength-based leader development
- 8.3.13 Change implementation in leadership
- 8.3.14 Leadership development
- 8.3.15 Creative Leadership Model
- 8.3.16 Athlete leadership
- 9 Learning & Development
- 9.1 Learning methods
- 9.1.1 Experiential learning & development
- 9.1.2 Interdisciplinary learning
- 9.1.3 Collaborative learning
- 9.1.4 Setting learning goals
- 9.1.5 Single- and double-loop learning
- 9.2 Employee Training
- 9.3 Development
- 9.3.1 Individual development
- 9.3.2 Team-based development
- 9.1 Learning methods
- 10 Teams
- 10.1 Team processes & teamwork
- 10.2 Team effectiveness
- 10.2.1 Team design
- 10.2.2 Collective intelligence
- 10.2.3 Decision-making and information sharing
- 10.2.4 Shared leadership and clear role distribution
- 10.2.5 Interpersonal conflict and positive organizational behavior
- 10.2.6 Team learning
- 10.2.7 Task relevancy and organizational context
- 10.2.8 Communication
- 10.2.9 Team cohesion
- 10.2.10 Team performance models
- 11 Coaching
- Complexity leadership theory
- 11.1 Functions and responsibilities of a coach
- 11.2 Coaching competence and knowledge
- 11.3 Coaching outcomes
- 11.4 Coaching effectiveness
- 11.5 Coaching success factors
- 11.6 Coach - coachee relationship
- 11.7 Coaching interventions
- 11.7.1 DLC in Coaching
- 11.7.2 Reflective practices
- 11.7.3 Positive psychology
- 11.7.4 Mindset training
- 11.7.5 Setting Performance Goals
- 11.8 Team coaching
- 11.8.1 Team coaching models
- 11.8.2 Team coaching interventions
- 11.8.3 Team coaching outcomes
- 11.9 Coaching of individuals
- 11.9.1 Executive / workplace coaching
- 11.9.2 Systemic coaching
- 11.9.3 Athlete coaching
- 11.9.4 Mentoring
- Specifications of mentoring
- Mentoring success
- 11.10 Coach development
- 11.11 How coaches learn to coach
- 11.11.1 Experiences as a practitioner
- 11.11.2 Informal and formal coach development
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This Master Thesis explores the potential for sport organizations and teams to learn from agile concepts and how sport coaching methods can influence agility in organizations. The study examines the commonalities between these two fields, focusing on the role of people in driving success. The analysis delves into the impact of education, leadership, organization, and coaching on both sports and agile environments, seeking to uncover potential benefits and shared practices. The aim is to provide a basis for further comparison and, ideally, a starting point for specific research into methods used in both areas.
- The impact of education, leadership, organization, and coaching on sport organizations and agile environments.
- Exploring the commonalities and potential synergies between sports and agile methodologies.
- Identifying best practices and the current status quo within both fields.
- Analyzing the potential for cross-fertilization of methods and techniques.
- Providing a foundation for further research and comparison of sport and agile practices.
Zusammenfassung der Kapitel (Chapter Summaries)
The thesis begins by outlining the research questions and methodology employed, including a systematic literature review to identify best practices and the current state of the art. The third chapter delves into the factors contributing to success and failure in both sports and agile organizations, highlighting potential success factors and performance indicators specific to Olympic sports. Chapter four examines organizational structures and dynamics, comparing sport organizations to regular business organizations and exploring the concepts of change, innovation, cooperation, and competition within organizational settings.
The fifth chapter focuses on the importance of organizational culture, its understanding, and the role of cultural identification in fostering a positive and productive environment. Chapter six delves into the concept of resilience, its benefits, and practical strategies for improvement. Chapter seven provides a comprehensive overview of agile methodologies, including the agile mindset, key skills for innovation, benefits, restrictions, and the implementation of agile principles in organizations.
Chapter eight explores various leadership styles, focusing on their strengths and limitations. The chapter analyzes different leadership approaches, including hierarchical, affiliative, charismatic, commanding, directive, pacesetting, transactional, empowering, transformational, coaching, shared identity, shared, hybrid, strength-based, and creative leadership models. The chapter also delves into athlete leadership and its impact on team dynamics.
Chapter nine examines learning and development methods, emphasizing experiential, interdisciplinary, and collaborative learning approaches. The chapter discusses the importance of setting learning goals and the significance of single- and double-loop learning in promoting individual and organizational growth. The final section of this chapter delves into employee training and development, encompassing both individual and team-based development strategies.
Chapter ten focuses on teams and their dynamics, exploring team processes, teamwork, and effectiveness. The chapter examines key factors influencing team effectiveness, including team design, collective intelligence, decision-making, information sharing, shared leadership, conflict management, team learning, task relevancy, communication, and team cohesion. The chapter also discusses team performance models and their role in evaluating team effectiveness.
Finally, Chapter eleven explores the crucial role of coaching in both sports and agile organizations. The chapter delves into the functions and responsibilities of a coach, coaching competence and knowledge, coaching outcomes, and factors influencing coaching effectiveness. It examines the coach-coachee relationship, various coaching interventions, and the implementation of team coaching and individual coaching models. The chapter concludes by exploring coach development, emphasizing the importance of practical experience and both informal and formal coach development programs.
Schlüsselwörter (Keywords)
The core focus of this study lies at the intersection of sports and agile methodologies. Key themes include organizational culture, leadership styles, team dynamics, coaching interventions, and learning and development strategies. The research explores the impact of agile concepts on sport organizations and vice versa, investigating the potential for cross-fertilization of best practices and approaches. This analysis seeks to contribute to a deeper understanding of the commonalities and differences between these two dynamic fields.
- Citar trabajo
- Kersten Thiele (Autor), 2022, Agile Concepts in Sport Businesses and Influence of Sport Coaching Methods in Organizations, Múnich, GRIN Verlag, https://www.grin.com/document/1337155
