Coach Member Exchange Theory

What does coach-athlete relationship look like in the sport world? The coach-athlete relationship is having the ability to create teamwork among your athletes, staff members, and it is something that should not be taking for granted. Coaches and athletes need to work together to create an inviting and learning environment. The ability to motivate and inspire people to work together to reach shared goals will allow for success, both on and off the field. Of course, leadership and management are different. Obviously, one can be a leader without being a manager. The reverse is not impossible, but it is certainly more difficult to conceive of situations in sport administration where leadership is completely absent. In fact, according to Chelladurai

He states, “The essential thrust of the model is that effectiveness of leadership is a function of the extent to which the leader builds a unique relationship with each of the members. The relationship between a member and the leader is based on the interpersonal exchanges between the two. The quality of such a relationship is characterized by mutual trust, respect, and support,” (Chelladurai, 2014, p. 307). This theory helps lay the groundwork for those that are in leadership positions. It helps us understand how some leaders behave, why some coach-athlete relationships are more invested with one group over another. In this theory it proves that the leader is most likely not to interact with those that are considered less-valuable to the group (team). The coach or leader will be drawn to those that add more value to the team. When we say value it doesn’t necessarily mean the best athlete all the time, it could be an athlete whose family donates the most, the athlete who kisses butt the most, the athlete who upholds the standards and values of the team, or the athlete who is very similar to the coach. Chelladurai states, “This differential treatment of member is likely to lead to the formation of an in-group, whose members have high-quality exchange relationships with the leader. The other members form the out-group” (Chelladurai, 2014, p. 308). In the book there shows a diagram of the

Another theory I want to look into is the path-goal theory of leader effectiveness. In Chelladurai’s text he outlines, “the motivational function of the leader consists of increasing personal pay-offs to subordinates for work-goal attainment, and making the path to these pay-offs easier to travel by clarifying it, reducing road blocks and pitfalls, and increasing the opportunities for personal satisfaction en route,” (Chelladurai, 2014, p. 292). This theory attempts to specify how leadership should clarify the members’ paths to the desired rewards and goals. In many coach-athlete relationships we see the coach’s lead their athletes to the desired goals they want the individual or team to achieve. The goal of this style or theory is to increase the athlete’s motivation, empower them, and their satisfaction so they then can become fruitful team members. This theory is Vroom's (1964) expectancy theory, where an individual will do something a certain way based on the anticipation that the action will be followed by a perceived outcome. According to Northouse, “the path-goal theory can best be thought of as a process in which leaders select specific behaviors that are best suited to the employees' needs and