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Journal articles on the topic 'Team Captaincy'

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Author: Grafiati

Published: 10 December 2022

Last updated: 28 January 2023

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1

Camiré, Martin. "Benefits, Pressures, and Challenges of Leadership and Captaincy in the National Hockey League." Journal of Clinical Sport Psychology 10, no. 2 (June 2016): 118–36. http://dx.doi.org/10.1123/jcsp.2015-0033.

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Leadership is often formalized within sport through captaincy, but researchers have yet to examine the realities of captaincy at the highest level of professional competition. The current study examined the benefits, pressures, and challenges of leadership and captaincy in the National Hockey League (NHL). One captain of an NHL team participated in two in-depth interviews, providing thorough descriptions of his first-hand experiences as an NHL captain, including (a) the techniques he uses to manage his media obligations, (b) his role as a communication bridge between players and coaches, (c) the composition of his leadership group, and (d) examples of interactions that occur during player-only meetings. The transition to captaincy was considered an especially challenging and pressure-filled period. Practical implications for sport psychology consultants are discussed in terms of how they can assist captains of elite competitive teams in setting realistic expectations for their leadership role.

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2

Snape, Jeremy, and David Lavallee. "Elite leadership in sport: A tale of two captains." Sport & Exercise Psychology Review 4, no. 1 (February 2008): 39–51. http://dx.doi.org/10.53841/bpssepr.2008.4.1.39.

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This study investigated the leadership experiences of two elite sports captains. Leadership research has become prominent across several contexts especially sport, where traditionally the role of coaches as leaders has prevailed. Two captains were purposively sampled in this study for their captaincy experience of senior international sports teams. Data were analysed using inductive and deductive methods where the following key themes emerged: creating a team environment, personal attributes, communication, the leader’s own game and their particular era/style. Both captains provided experiences which supported key sports leadership research and contributed to the wider leadership context. Future studies are called for to further quantify and isolate the key leadership attributes.

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3

Carson, Fraser, and Julia Walsh. "Every Day’s a New Day: A Captain’s Reflection on a Losing Season." Sports 6, no. 4 (October 10, 2018): 115. http://dx.doi.org/10.3390/sports6040115.

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Being captain of any team is a significant and prestigious position. In elite sport, the captain plays a vital role in both team and organisational leadership. To date there has been minimal research investigating captaincy, and none assessing the impact of regularly losing performances. A captain of a women’s national basketball league team participated in an in-depth, semi-structured interview reflecting on her experience during a losing season. Following Schutz’s (1967) framework, a social phenomenological analysis approach was taken, with seven higher-order themes emerging: being captain; relationship with coaching staff; relationship with teammates; team development; stressors; stress management; and self. Results suggest that while poor results affect all team members, there are increased levels of stress for the captain. The captain is expected to lead by example and avoid external expression of negativity. Further strains are placed on the captain, as they are the conduit between coaching and playing groups. As a result, the captain needs to have good support networks, from a variety of sources, to cope and minimise the impact on personal performance.

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4

Melnick, Merrill J., and John W. Loy. "The Effects of Formal Structure on Leadership Recruitment: An Analysis of Team Captaincy Among New Zealand Provincial Rugby Teams." International Review for the Sociology of Sport 31, no. 1 (March 1996): 91–105. http://dx.doi.org/10.1177/101269029603100105.

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5

Cotterill, Stewart, Richard Cheetham, and Katrien Fransen. "Professional Rugby Coaches’ Perceptions of the Role of the Team Captain." Sport Psychologist 33, no. 4 (December 1, 2019): 276–84. http://dx.doi.org/10.1123/tsp.2018-0094.

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The aim of this study was to explore the lived experiences of the coach in relation to the perceived function of captains in professional rugby union. Participants were 8 elite male rugby coaches purposely sampled for this study. Participants were interviewed individually to gain an understanding of their experiences and perceptions of the role of the captain. The data were thematically analyzed using interpretative phenomenological analysis. Ten superordinate themes emerged in the study: types of captain, captain development, challenges, captains role, off-field responsibilities, nature of the job, selection, cultural architects, coach–captain relationship, and key attributes. Results suggest that coaches view the captain as an extension of their authority in the team, leadership groups are increasingly important to support captains, and the criteria for the selection of captains are still vague. As a result, future research should explore the development of specific evidence-based approaches to captain selection and development.

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6

Lower-Hoppe, Leeann M., Kyle B. Heuett, Tarkington J. Newman, and Shea M. Brgoch. "Communication and Team Performance: A Case Study of Division I Football Captains." International Journal of Sport Communication 13, no. 1 (March 1, 2020): 77–96. http://dx.doi.org/10.1123/ijsc.2019-0112.

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Performance excellence is a core value in athletic teams. A team’s intraorganizational network has been considered an important determinant of team performance. However, the role of sport-team captains is often overlooked in lieu of the coaching staff. The purpose of this case study was to explore the relationship between team captains’ intrateam ego network and team-performance indicators. The researchers video recorded the intrateam communication of 4 college football-team captains over the course of 9 practices and collected secondary data pertaining to team performance. Analysis of the coded interactions revealed significant positive relationships between captains’ ego network and the previous week’s team performance, with a nonsignificant correlation with the subsequent week’s team performance. Analysis exploring the relationships between captains’ ego network and other team-performance indicators provides some support for the impact of intrateam communication on team performance. Implications for coaches and future directions for research are presented.

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7

Edney, Sarah, Tim Olds, Jillian Ryan, Ronald Plotnikoff, Corneel Vandelanotte, Rachel Curtis, and Carol Maher. "Do Birds of a Feather Flock Together Within a Team-Based Physical Activity Intervention? A Social Network Analysis." Journal of Physical Activity and Health 16, no. 9 (September 1, 2019): 745–51. http://dx.doi.org/10.1123/jpah.2018-0585.

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Background: Homophily is the tendency to associate with friends similar to ourselves. This study explored the effects of homophily on team formation in a physical activity challenge in which “captains” signed up their Facebook friends to form teams. Methods: This study assessed whether participants (n = 430) were more similar to their teammates than to nonteammates with regard to age, sex, education level, body mass index, self-reported and objectively measured physical activity, and negative emotional states; and whether captains were more similar to their own teammates than to nonteammates. Variability indices were calculated for each team, and a hypothetical variability index, representing that which would result from randomly assembled teams, was also calculated. Results: Within-team variability was less than that for random teams for all outcomes except education level and depression, with differences (SDs) ranging from +0.15 (self-reported physical activity) to +0.47 (age) (P < .001 to P = .001). Captains were similar to their teammates except in regard to age, with captains being 2.6 years younger (P = .003). Conclusions: Results support hypotheses that self-selected teams are likely to contain individuals with similar characteristics, highlighting potential to leverage team-based health interventions to target specific populations by instructing individuals with risk characteristics to form teams to help change behavior.

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8

Kent, Aubrey, and Samuel Todd. "Selecting Team Captains." Strategies 17, no. 4 (March 2004): 21–22. http://dx.doi.org/10.1080/08924562.2004.10591097.

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9

Voight, Mike. "A Leadership Development Intervention Program: A Case Study With Two Elite Teams." Sport Psychologist 26, no. 4 (December 2012): 604–23. http://dx.doi.org/10.1123/tsp.26.4.604.

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Most of the leadership training that team captains receive at the collegiate level consists of either receiving a list of books or articles about leadership or a list of responsibilities that they must do with little or no guidance or instruction. Still others will focus on this reading and/or responsibilities with active discussion in the off-season, yet when it matters the most, during the competitive season, time spent on leadership instruction and follow-ups becomes an afterthought at best. Due to the supposed benefits of improved leadership for sport teams, a leadership development intervention program was developed and applied to two NCAA Division I teams who were successful enough to make it to the NCAA National Championships in their sport. Program effectiveness was determined by the teams meeting not only their seasonal goals but exceeding the primary objectives of the leadership development program set by the leadership consultant and coaching staffs, in addition to the favorable feedback provided by the team to the captains during/after the season, and semistructured interviews of the captains postseason.

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10

Fowler, Susan A. "Peer-Monitoring and Self-Monitoring: Alternatives to Traditional Teacher Management." Exceptional Children 52, no. 6 (April 1986): 573–81. http://dx.doi.org/10.1177/001440298605200610.

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A peer-monitoring procedure and a self-monitoring procedure were developed to decrease disruption and nonparticipation during the transition activities of a special kindergarten class. Ten children with behavior and/or learning problems attended the class. During peer-monitoring, children were assigned one of three teams and took turns serving as team captains. The team captains monitored each member of their team and awarded points at the end of each of four transition activities to team members and to themselves for following instructions. Following a substantial reduction in inappropriate behavior, the self-monitoring procedure was introduced. Children continued to be assigned to teams; however each child was responsible for awarding his or her own points at the end of the transition activities. Improvements achieved during the peer-monitoring procedure were maintained, for the most part, during the self-monitoring procedure. Results suggest that classroom management can be achieved through a carefully developed routine, in which clear instructions are paired with peer-managed or self-managed points for compliance with the routine.

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11

Filho, Edson, Lael Gershgoren, Itay Basevitch, Robert Schinke, and Gershon Tenenbaum. "Peer Leadership and Shared Mental Models in a College Volleyball Team: A Season Long Case Study." Journal of Clinical Sport Psychology 8, no. 2 (June 2014): 184–203. http://dx.doi.org/10.1123/jcsp.2014-0021.

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The present study was an initial attempt to capture and describe instances of shared mental models within a team from the point of view of the team captain. Specifically, the purpose of this study was to describe a range of perceived and shared behaviors aimed at facilitating the overall performance of a college volleyball team from the perspective of the team captain. This behavioral focus is congruent with the need for documenting observable task and team-related coordination mechanisms. Symbolic interactionism, via the use of systematic observations, documental analysis, and semistructured open-ended interviews, was used to gather data from the participant in the form of a case study. Data were analyzed using Braun and Clarke’s (2006) theoretical thematic analysis based on categories derived from Eccles and Tenenbaum’s (2004) Conceptual Framework of Coordination in Sport Teams. Results indicated that the player’s actions were perceived as enhancing proactive information sharing within her team. Therefore, it is suggested that team leaders possess important objective and symbolic roles in the promotion of shared mental models. These results are further discussed in relation to current knowledge of shared mental models in sports. Limitations and directions for future research are outlined.

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12

Ezra, The Scribe. "Whatever Else It Is—It Still Isn't Cricket." Bulletin of the Royal College of Psychiatrists 9, no. 9 (September 1985): 183–84. http://dx.doi.org/10.1192/s0140078900022720.

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Readers of these columns may recall that some years ago we scooped the psychiatric world with an exclusive article on the 1974 reorganization of the National Cricket Service and its effects on a local hospital cricket team. At that time Captains of such teams were abolished and replaced by Multidisciplinary Cricket Management Consensus decision-making processes: ongoing as I recall.

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13

Sheikh, A. J. "‘Community care’: ‘Team without a captain’." Psychiatric Bulletin 14, no. 7 (July 1990): 428. http://dx.doi.org/10.1192/pb.14.7.428.

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14

Kim, Myung-Soo. "Types of Leadership and Performance Norms of School Athletic Teams." Perceptual and Motor Skills 74, no. 3 (June 1992): 803–6. http://dx.doi.org/10.2466/pms.1992.74.3.803.

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This study assessed whether the four types of leadership by team captains, based on leaders' goal achievement orientation (P-function) and group-relations orientation (M-function) designated by Misumi affected performance norms, i.e., attitudes shared among group members about how high a level of performance the group should achieve, Banzai's 1989 leadership scale, Misumi's 1985 and Patchen's 1966 performance measures (ratings by team members) were modified for a sports setting and completed by 1972 athletes who belonged to 114 school athletic teams. Analysis showed that the performance norms were highest under leaders of both goal achievement and group orientation (high on both P- and M-function), followed by Pm and pM types (high in only one of two functions) and pm type (low on both orientations). The present results indicate that types of leadership affect performance norms of school athletic teams.

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15

Newman, Tarkington J., Leeann M. Lower, and Shea M. Brgoch. "Developing sport team captains as formal leaders." Journal of Sport Psychology in Action 10, no. 3 (April 27, 2019): 137–50. http://dx.doi.org/10.1080/21520704.2019.1604590.

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16

Gould, Daniel, Dana K. Voelker, and Katherine Griffes. "Best Coaching Practices for Developing Team Captains." Sport Psychologist 27, no. 1 (March 2013): 13–26. http://dx.doi.org/10.1123/tsp.27.1.13.

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17

Feltz, Deborah, Amber Warners, Todd Gilson, and Olga Santiago. "Comparing Alcohol Use Patterns of Female Student-Athletes and Their Team Captains in Intercollegiate Softball Teams." Journal for the Study of Sports and Athletes in Education 5, no. 3 (September 2011): 197–214. http://dx.doi.org/10.1179/ssa.2011.5.3.197.

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18

Utz, Sonja, Felix Otto, and Tim Pawlowski. "“Germany Crashes Out of World Cup”: A Mixed-Method Study on the Effects of Crisis Communication on Facebook." Journal of Sport Management 35, no. 1 (January 1, 2021): 44–54. http://dx.doi.org/10.1123/jsm.2019-0430.

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Using social media for crisis communication has been proposed as an effective strategy because it allows teams to build parasocial relationships with fans. The authors focused on the early elimination of Germany during the 2018 Fédération Internationale de Football Association World Cup to examine the effects of (crisis) communication on Facebook. The authors compared the Facebook posts of the German team, captain Manuel Neuer, and team member Thomas Müller and examined the emoji reactions each received. Although Neuer posted text identical to that of the team, his post received a smaller proportion of angry emoji reactions. Müller received fewer angry reactions than the team, but more than Neuer. The authors also used data from a two-wave panel to study changes in evaluation and parasocial relationships and perceived authenticity as potential mediators. Only the team was evaluated more negatively after the elimination than before. Parasocial relationships mediated the effect of exposure to social media posts on evaluation.

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19

Cape, Jon. "Fantasy football – the penalty shootout: The god squad v humanists united." Think 5, no. 13 (2006): 81–87. http://dx.doi.org/10.1017/s1477175600001573.

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As the Fantasy Football Philosopher's League heads for its climax, we join one of the key matches, The God Squad v Humanists United. The God Squad led at half time, but the Humanists made a strong showing in the second half and after 25 minutes injury time, the score is equal and we move to the penalty shootout. In this league, the penalty shootout is held between the two team captains — each in goal against the other. The games take place in the twenty first century and team captains have been able to watch all the past matches they may have missed. Team captains are Thomas Aquinas and Bertrand Russell. You, the reader, keep the score.

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20

Raftery, Judith R. "La Girl Filipina: Paz Marquez Benitez, Brokering Cultures." Journal of the Gilded Age and Progressive Era 9, no. 2 (April 2010): 232–43. http://dx.doi.org/10.1017/s1537781400003960.

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A 1910Normal School Yearbookfeatured six young women in basketball uniforms. Sixteen-year-old Paz Marquez, the tallest among them and the captain of the team, looks out unsmilingly. In the early years of the century, photographs of women's basketball teams appeared in hundreds of normal-school yearbooks across the American landscape, but this photo came from the normal school in Manila. Two years later, sharing another American ritual, the former team captain graced the cover of the weekly magazineRenacimiento Filipino, this time dressed in a luxurious gown befitting the Queen of the Carnival. That same year, 1912, Paz Marquez graduated with a B.A. in the first class from the College of Liberal Arts at the newly formed, secular University of the Philippines. Participating in commonplace American events, Paz Marquez (later Benitez) acted as a bridge, a link, between two cultures. Over the next decades, Paz continued in this role. In addition, however, she also became a cultural broker, as she confronted the conundrum that the use of English as the official language had imposed on Filipino culture. In these ways, Paz illustrates the complicated and intriguing story of U.S. nation-building from an intimate and distinctly Philippine viewpoint.

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21

Keats, Tracy. "Gender and Leadership in Sport: Girl Team Captains." International Journal for Leadership in Learning 22, no. 1 (June 20, 2022): 168–217. http://dx.doi.org/10.29173/ijll9.

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Employing personal narrative, observations, and overview of literature, the notions of gender and leadership are examined through captaining. Battling the gender norms in female team sports and leadership has been a non-topic for decades in physical education and recreational sports. This study intends to interrogate and highlight the obstacles and possibilities of leadership in female sports and to rectify the often antiquated and masculinist points of view on female sports.

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22

Fransen, Katrien, Norbert Vanbeselaere, Bert De Cuyper, Gert Vande Broek, and Filip Boen. "The myth of the team captain as principal leader: extending the athlete leadership classification within sport teams." Journal of Sports Sciences 32, no. 14 (March 24, 2014): 1389–97. http://dx.doi.org/10.1080/02640414.2014.891291.

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23

Lee, Jong-Hoon, Jae-Wook Hwang, and Dong-Won Yook. "Perceptions of Coaches, Captains, and Players on the Role of College Soccer Team Captains." Journal of Coaching Development 21, no. 3 (September 30, 2019): 14–26. http://dx.doi.org/10.47684/jcd.2019.09.21.3.14.

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24

Grandzol, Christian, Susan Perlis, and Lois Draina. "Leadership Development of Team Captains in Collegiate Varsity Athletics." Journal of College Student Development 51, no. 4 (2010): 403–18. http://dx.doi.org/10.1353/csd.0.0143.

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25

Naraine, Michael, Shannon Kerwin, and Milena M. Parent. "Oh Captain, My Captain! Using Social Network Analysis to Help Coaching Staff Identify the Leadership of a National Sports Team." Case Studies in Sport Management 5, no. 1 (2016): 80–84. http://dx.doi.org/10.1123/cssm.2015-0039.

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This case study explores the issue of team leadership among players who have been selected to play for their national team in an international tournament. After the coaching staff had solidified the roster, a total of 12 (fictional) players were chosen to represent Canada Basketball on the senior women’s development team. With some players having known their teammates for only 2 weeks, the coaching staff has asked the team’s analytics specialist to gather data regarding the network of players within the team and present potential captains of the team to the coaching staff. Students will take on the role of the analytics specialist and provide the summary of the analysis to the coaching staff. Specifically, using a social network analysis approach, students will use the team’s network of players to determine which individual players are involved in the team’s leadership structure as captains. The primary objective of this case study is to afford students an opportunity to be acquainted with social network analysis in a sport management setting.

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26

Toyama, Miki, and Li Tang. "Team Captains’ Leadership Moderates Autonomous Motivation and Adjustment of Team Members to Athletic Clubs’ Activities." Japanese Journal of Educational Psychology 67, no. 3 (September 30, 2019): 175–89. http://dx.doi.org/10.5926/jjep.67.175.

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27

Stasio, Michael J. "Perspectives: Small-Team Synergy: A Multiperspective Systems Approach." Ergonomics in Design: The Quarterly of Human Factors Applications 18, no. 4 (October 2010): 23–25. http://dx.doi.org/10.1518/106480410x12887326203194.

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“I think we can all agree that long-duration mission training and development must prepare crews to handle not only extreme circumstances but also the ups and downs of daily life.” Fear is normal. … Courage is not the absence of fear. … We cannot live long enough to make all the mistakes ourselves. … We must learn from our own as well as others' experiences. — Captain Chesley “Sully” Sullenberger, Celebrity Forum Speakers Series, October 1, 2010

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Slinkina, V., and D. A. Slinkin. "EDUCATIONAL ROBOTICS: THE BASICS OF INTERACTION BETWEEN THE COACH AND THE TEAM." Informatics in school, no. 4 (June 23, 2019): 8–16. http://dx.doi.org/10.32517/2221-1993-2019-18-4-8-16.

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The article discusses the effective mechanisms of interaction between the coach and the team in preparing for robotic competitions. The theoretical aspects of such interaction are analyzed, a specific example of the preparation of the winning team to one of the robotic competitions and the interaction of the author of this article as a coach with a co-author — the team captain is given.

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Murai, Go, and Kimihiro Inomata. "Effective leadership of captains of sport teams." JAPANESE JOURNAL OF EXPERIMENTAL SOCIAL PSYCHOLOGY 50, no. 1 (2010): 28–36. http://dx.doi.org/10.2130/jjesp.50.28.

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30

Brearley, Michael. "Captains and Cricket Teams: Therapists and Groups." Group Analysis 27, no. 3 (September 1994): 231–49. http://dx.doi.org/10.1177/0533316494273002.

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31

Langlois, Anthony J. "A Fake and a Hysteric: the Captain of Team Australia." Millennium: Journal of International Studies 45, no. 1 (August 20, 2016): 98–104. http://dx.doi.org/10.1177/0305829816659972.

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32

Gauriot, Romain, and Lionel Page. "I Take Care of My Own: A Field Study on How Leadership Handles Conflict between Individual and Collective Incentives." American Economic Review 105, no. 5 (May 1, 2015): 414–19. http://dx.doi.org/10.1257/aer.p20151019.

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In most collective actions, individuals' incentives are not perfectly aligned with the goals of the group/team they are part of. We investigate how individual specific incentives affect both individuals and team leaders' strategies in a natural setting. We use a discontinuity in individual rewards in batsmen scoring in cricket to identify the causal effect of such incentives on behavior. We find that batsmen react to the presence of individual-specific incentives by adopting strategies that may be suboptimal at the team level. More surprisingly, we also find that team captains react to these individual incentives by adopting suboptimal strategies at the team level, which may bring large benefits to the individual players. These results suggest a complex interplay of individual and team incentives which we conjecture may arise in repeated team interactions.

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Sharma, Aditya. "IPL: ANALYSIS OF NATIONALITY OF CAPTAIN AND SUCCESS OF THE TEAM." International Journal of Advanced Research in Computer Science 9, no. 1 (February 20, 2018): 279–81. http://dx.doi.org/10.26483/ijarcs.v9i1.5250.

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34

Holt, Robert W., Edward Meiman, and Thomas L. Seamster. "Evaluation of Aircraft Pilot Team Performance." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 40, no. 2 (October 1996): 44–48. http://dx.doi.org/10.1177/154193129604000208.

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Accurate assessment of team performance in complex, dynamic systems is difficult, particularly teamwork such as Crew Resource Management (CRM) in aircraft. Seventy pilots from two fleets were evaluated as two-person crews by a Maneuver Validation (MV), which focused on proficiency on separate maneuvers, and by a Line Operational Evaluation (LOE), which focused on the crew flying a simulated line flight. Instructor/Evaluator (I/E) pilots helped design LOE content and a structured evaluation worksheet. I/E reliability training resulted in high evaluator agreement (average rwg = .80) and acceptable inter-rater correlations (average r = .54). Path analysis supported the assessment flow from Observable Behaviors to Technical and CRM performance to Captain (PIC), First Officer (SIC), and Crew evaluations for each event set. Fleet evaluations were different on the LOE assessment, but equivalent on the MV assessment. Detailed analysis of assessments also indicated a different role of the SIC across fleets. One fleet assessed SIC more on CRM performance and weighted SIC performance more in evaluating Crew performance. The other fleet assessed SIC on technical performance and weighted SIC performance less in evaluating Crew performance.

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35

Paldi, Yuval, Daniel S. Moran, Orna Baron-Epel, Shiran Bord, Elisheva Benartzi, and Riki Tesler. "Social Capital as a Mediator in the Link between Women’s Participation in Team Sports and Health-Related Outcomes." International Journal of Environmental Research and Public Health 18, no. 17 (September 3, 2021): 9331. http://dx.doi.org/10.3390/ijerph18179331.

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The role of social capital in the association between team sports and health-related outcomes has not been well established in the literature. The purpose of this study was to explore whether social capital components (social support, trust, and social involvement) mediate the association between team sports and health-related outcomes (self-reported health, psychosomatic symptoms, and depressive symptoms). In a cross-sectional research design, we obtained data from 759 participants in the Mamanet Cachibol League, a community team sports model for women in Israel, as well as a comparison group of 308 women who did not participate in any team sports. Team captains were sent a link with an online questionnaire, which were then delivered to team members via text message. Using three parallel mediation models, we found that social support mediated the association between team sports and self-reported health, psychosomatic symptoms, and depressive symptoms. Trust mediated the association between team sports and both psychosomatic symptoms and depressive symptoms. Social involvement was not found to be a mediator in the association between team sports and any of the health-related outcomes. Our findings reveal the important role of social capital, specifically social support and trust, in promoting the health of women who participate in team sports.

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YOSHIMURA, HITOSHI. "Adjustment to Club Activities: Club Members' Interpersonal Behavior and Team Captains' Leadership Style." Japanese Journal of Educational Psychology 53, no. 2 (2005): 151–61. http://dx.doi.org/10.5926/jjep1953.53.2_151.

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37

Koizumi, Nao, Yutaro Negishi, Hitomi Ogata, Randeep Rakwal, and Naomi Omi. "Estimating Total Energy Expenditure for Fire-Fighters during Large Scale Disaster Response Training Using a Tri-Axial Accelerometer." Nutrients 13, no. 8 (August 14, 2021): 2789. http://dx.doi.org/10.3390/nu13082789.

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The present study was conducted to estimate total energy expenditure (TEE) of fire-fighters using tri axial-accelerometers in conjunction with an activity log survey on a large number of subjects undergoing training mimicking a large-scale disaster. Subjects were 240 fire-fighters participating in a two-day fire-fighting training dedicated to large-scale natural disasters. Data was analyzed by job type of activity group and the job rank, and by comparing the average. The average TEE of the total survey training period is about 3619 (±499) kcal, which is the same value of expenditure for professional athletes during the soccer game season. From the activity group, the rescue and other teams consumed significantly more energy than the fire and Emergency Medical Team (EMS) teams. From the job rank, Fire Captain (conducting position) consumed significantly lower energy than the Fire Lieutenant and Fire Sergeant. Furthermore, it was found that a middle position rank consumed the most energy. This research supports a need to reconsider the current rescue food (and protocols) to supplement the energy expenditure of fire-fighters. In addition, since there was a significant difference between the job type and the job rank, it is necessary to examine the energy amount and shape suitable for each.

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38

Egerton, Sibella, and Oonagh Egerton. "An interview with Richard Dodds." Bulletin of the Royal College of Surgeons of England 94, no. 6 (June 1, 2012): 195–97. http://dx.doi.org/10.1308/147363512x13311314196618.

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Richard Dodds fRCS was captain of the gold medal-winning Great Britain hockey team at the 1988 Olympics in Seoul and also won the bronze medal at the 1984 Olympics in Los Angeles. He is now a consultant orthopaedic surgeon at the Royal Berkshire Hospital in Reading. Sibella Egerton asked him for his insights on sport, surgery and life.

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Mukherjee, Satyam. "Identifying the greatest team and captain—A complex network approach to cricket matches." Physica A: Statistical Mechanics and its Applications 391, no. 23 (December 2012): 6066–76. http://dx.doi.org/10.1016/j.physa.2012.06.052.

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Mead, Jason, Todd A. Gilson, and Mary Beth Henning. "An ethnographic person-centered study of leadership development in high school basketball team captains." Journal for the Study of Sports and Athletes in Education 11, no. 3 (July 5, 2017): 216–41. http://dx.doi.org/10.1080/19357397.2017.1347598.

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Grandzol, Christian J. "An Exploratory Study of the Role of Task Dependence on Team Captains’ Leadership Development." Journal of Leadership Education 10, no. 2 (July 1, 2011): 57–70. http://dx.doi.org/10.12806/v10/i2/rf3.

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Beveridge, Stuart D. H., Simon T. Henderson, Wayne L. Martin, and Joleah B. Lamb. "Command and Control." Aviation Psychology and Applied Human Factors 8, no. 1 (March 2018): 1–10. http://dx.doi.org/10.1027/2192-0923/a000130.

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Abstract. Compared with other team settings, flight crew in air transport present a unique situation where the leader or supervisor regularly engages in active control. When the captain is assigned cognitively demanding pilot flying duties, the subordinate and often less experienced first officer must perform equally crucial monitoring and support duties. Using a systematic review methodology, this study reviews the reported effect of crew role assignment on flight safety outcomes. Our review identified 18 relevant studies and suggests crew performance factors linked to flight safety are affected by crew role assignment. Findings suggest a greater number of inherent obstacles may exist for optimal crew performance with the captain as pilot flying, raising the need for further specific research and policy review in this area.

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Metín, Mehmet, and Yeliz Eratli Şirin. "Young athletes of leadership and effective communication perceptions the case of Turkish Football Federation 3rd league." Sportis. Scientific Journal of School Sport, Physical Education and Psychomotricity 8, no. 3 (September 1, 2022): 348–69. http://dx.doi.org/10.17979/sportis.2022.8.3.8975.

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Leadership behaviors of team captains in sports and the evaluation of effective communication levels in terms of demographic variables is the aim for study. The sample of the study consists of 106 football players who play football actively in the 3rd League of the Turkish Football Federation (TFF). Kolmogorov-Smirnov test, Mann Whitney U test, Kruskal Wallis H test and Spearman correlation analyzes has been used for evaluating. The results show that there was a positive linear relationship between the perceived leadership behaviors of the athletes and their perceptions of effective communication. The significant difference between the education level variable, and the democratic behavior and autocratic behavior, which are the sub-dimensions of the perceptions of leadership in sports. The significant difference between the variable of position and the sub-dimensions of leadership in sports, social support and rewarding behavior. There is also a significant difference between the year playing football and democratic behavior, social support and rewarding behavior. No significant difference was found between perceptions of effective communication and demographic variables. Five predictor variables from the sub-dimensions of leadership in sports significantly explain approximately 30% of the total variance in effective communication scores. As a result, it can be concluded that the socially supported, rewarding, educational and instructive behaviors of team captains increase their effective communication skills with their athletes.

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Orasanu, Judith, Ute Fischer, Lori K. McDonnell, Jeannie Davison, Keri E. Haars, Eric Villeda, and Christina VanAken. "How do Flight Crews Detect and Prevent Errors? Findings from a Flight Simulation Study." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 42, no. 3 (October 1998): 191–95. http://dx.doi.org/10.1177/154193129804200302.

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In order for a team to maintain safety in a high-risk engineered environment, its members must monitor each other's behavior, as well as the situation. The advantage of a team structure is that members can support each other, catching errors and preventing problems from developing into serious situations. In its analysis of aviation accidents in which crew behavior played a role, the National Transportation Safety Board (1994) observed that most of those accidents involved “monitoring and challenging” errors. After an error occurred, the crew either failed to detect it or to communicate effectively in order to ameliorate the outcome. This paper describes a simulator study that examined two factors thought to affect monitoring and challenging: (a) level of physical risk in a developing situation and (b) degree of face threat involved in a challenge. Events were scripted to present errors committed by a confederate pilot (high face threat) or problems developing outside the flight deck (low face threat). Videotapes of performance showed that captains were more assertive and responded earlier than first officers, often preventing the problems from developing. This difference, however, was only evident in high-risk situations. First officers were more sensitive to face threat than captains, indicating a need for techniques to overcome limits to error mitigation in high-face threat situations.

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Leavy, Brian. "Drivers, explorers, crusaders and captains: identifying and nurturing four types of entrepreneurial business builders." Strategy & Leadership 45, no. 5 (September 18, 2017): 10–17. http://dx.doi.org/10.1108/sl-06-2017-0062.

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Purpose Brian Leavy interviews Chris Kuenne and John Danner about research into entrepreneurial personality published in their new book Built for Growth: How Builder Personality Shapes Your Business, Your Team, and Your Ability to Win Corporate. Design/methodology/approach By studying personality types, executives can learn how different types of successful entrepreneurs function, how they’re wired, motivated, lead and manage. Findings Using Kuenne’s and Danner’s“Builder Personality Discovery” instrument, corporations can begin to recognize which types of potential entrepreneurs they have, and then how best to support and reward their efforts in creating new business value. Practical implications Each typically interacts differently to five major dynamic challenges that every business builder faces, the “solution dynamic,” the “team dynamic,” the “customer dynamic,” the “sponsor dynamic” and the ‘scale dynamic.’ Originality/value Essential insights for corporate leaders championing entrepreneurial business builders in their firms and for assessing leaders of potential acquisitions.

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Hanson, Sandra L., and Rebecca S. Kraus. "Women in Male Domains: Sport and Science." Sociology of Sport Journal 16, no. 2 (June 1999): 92–110. http://dx.doi.org/10.1123/ssj.16.2.92.

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A Critical Feminist perspective and data from the nationally representative National Educational Longitudinal Study are used to explore the relationship between involvement in sports and success in science for a recent cohort of high school aged women. We also consider whether women from different social classes and racial/ethnic groups and with different sport experiences derive similar benefits from sport. Variation in sport experience involves a consideration of type of sport (e.g., basketball vs. track), type of team (e.g., varsity vs. intramural), age of athlete (middle school vs. high school sophomore vs. high school senior), and leadership roles (e.g., captain). Our findings show that sport has mostly positive consequences for young women’s science attainment, although these effects are smaller than for a 1980 cohort of female athletes. These benefits exist across types of sport, teams, and levels of involvement but are their greatest in the sophomore year of high school. In contrast to earlier cohorts, we find that for this recent cohort, sport participation positively affects the science attainment of women from various subgroups—white, Hispanic, upper-ses and lower-ses. However, young African-American women see very little benefit from sport. Implications of these findings are discussed.

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Hurley, W. J. "How Should Team Captains Order Golfers on the Final Day of the Ryder Cup Matches?" Interfaces 32, no. 2 (April 2002): 74–77. http://dx.doi.org/10.1287/inte.32.2.74.64.

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Santos, Fernando, Leisha Strachan, Daniel Gould, Paulo Pereira, and Cláudia Machado. "The Role of Team Captains in Integrating Positive Teammate Psychological Development in High-Performance Sport." Sport Psychologist 33, no. 1 (March 2019): 1–11. http://dx.doi.org/10.1123/tsp.2017-0135.

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Saputro, Lungky. "Iron Man’s and Captain Marvel’s Anxieties and Defense Mechanisms in “Civil War II”." K@ta Kita 6, no. 1 (November 16, 2018): 98–104. http://dx.doi.org/10.9744/katakita.6.1.98-104.

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This thesis deals with the anxieties experienced by the leaders of superhero teams in Civil War II, Iron Man and Captain Marvel. Through their anxieties in Civil War II, I tried to reveal the causes of their anxieties and their ways to reduce these uneasy feelings. To analyze the causes of these two characters’ anxieties, I used two of the theory of anxiety, reality and moral anxiety. I found that there are two causes that make Iron Man feel anxieties which are the reaction of Captain Marvel towards Ulysses’ prophecies and his responsibility both as a superhero and as a leader to protect people from the outcome of Ulysses’ prophecies. On the other hand, Captain Marvel also feels anxieties from the blame of Iron Man and her responsibility both as a superhero and as a public officer to protect people from dystopian future. Iron Man uses two defense mechanisms, which are splitting and rationalization. On the other hand, Captain Marvel also uses two defense mechanism, which are idealization and rationalization. These defense mechanisms are used by both, Iron Man and Captain Marvel to ease their reality and moral anxiety.

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Carroll, Joanne, and Louise Hopper. "62 Engaging Older Adults in Co-Creating a Virtual Coaching Assistant (CAPTAIN) to Support Independent Living at Home." Age and Ageing 48, Supplement_3 (September 2019): iii1—iii16. http://dx.doi.org/10.1093/ageing/afz102.13.

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Abstract Background As population age increases (CSO, 2016), the CAPTAIN project aims to prevent premature or unnecessary transfer to long-term residential care by offering a safe environment where older adults can retain their autonomy, dignity and independence. CAPTAIN (Coach Assistant via Projected and Tangible Interface) will develop a virtual eCoaching assistant to facilitate independence in the home using augmented reality projections, voice and speech recognition, artificial intelligence and a user interface designed by older adults with their peers in mind. Methods Using Design Thinking and participatory research principles, older adults (n=10), caregivers (n=3) and healthcare professionals (HCPs) (n=2) co-create the CAPTAIN system with the research team. Co-creation occurs in cycles. Two co-design cycles use participatory workshops to identify older adults’ needs through discussion of typical older adult ‘personas’, examine how technology can support these needs and translate these outputs into system requirements. Four co-production cycles will evaluate CAPTAIN prototypes (hardware and software) to determine the effectiveness of personalised recommendations, usability and acceptability. The evaluation (involves additional caregivers, HCPs and stakeholder groups) combines observed CAPTAIN use, system-generated data, self-report measures, participatory group workshops and one-to-one interviews. Results Participants found the personas helpful in terms of generating conversation in the co-design sessions. They confidently described older adult needs, suggested where technology could provide useful support, and features they thought CAPTAIN should offer. Requirements across seven thematic areas (health, nutrition, physical and cognitive activity, accessibility, social interaction, education and safety) have now been sent to technical developers. Data from each cycle will continue to inform the development of CAPTAIN until system completion. Conclusion Participant contributions have ensured the continued development of an accessible, easy-to-use assistive technology system that will facilitate independent living and support older adults “…to do the things they want to do, when they want to do them”.

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