CMPC ALL FINALS QUESTIONS AND ANSWERS SET
A+
✔✔Authentic Leadership - ✔✔An authentic leader:
"leads with purpose,"
gives more consideration to contextual and organizational factors that influence the
effectiveness of leadership, and
ensures the psychological well-being of followers.
✔✔Coach Athlete Relationship Frameworks - ✔✔Closeness is reflected in mutual
feelings of trust and respect that result from appraisals of coaches' and athletes'
relationship experiences.
Commitment is represented in coaches' and athletes' long-term orientation toward the
relationship. This orientation includes thoughts of attachment and the intention to
maintain the athletic relationship.
Complementarity is reflected in coaches' and athletes' actions of cooperation.
Co-orientation includes reciprocal behavior whereby, for example, the coach instructs
while the athlete follows instructions.
✔✔Assessing Coach Leadership in Sport - ✔✔Leadership Scale for Sports (LSS)
Multifactor leadership Questionnaire (MLQ)
assesses:
passive leadership,
transactional leadership (leaders who give contingent rewards to followers), and
transformational leadership (leaders who transform their followers into leaders
themselves).
,✔✔5 core variables of coach leadership models - ✔✔The coaching context is defined
by key environmental factors such as the sport, the level of competition, the age and
gender of the athletes, cultural and ethnic identity, and socioeconomic background. The
most effective coaches will develop a good understanding of these contextual factors
and the implications for the way that they conduct themselves.
Coaches personal characteristics
This factor includes the coaches' interpersonal and intrapersonal knowledge, values,
beliefs, personality, and goals. Self-awareness is important for developing leadership
ability
Athlete outcomes: The competence, confidence, connection, and character of athletes
are outcomes that are also the focus of successful leadership.
Athlete characteristics: The perceived effectiveness of coaches in the eyes of athletes is
also influenced by the athletes' perceptions, beliefs, and attitudes.
Coaching behaviours: How coaches actually act and behave can have a big impact on
how they lead and are perceived by others.
✔✔4 leadership roles of athletes - ✔✔Task Leader -provides tactical instructions to his
or her teammates
Motivational Leader - the greatest motivator on the field
Social Leader - cares for a good team atmosphere off the field
External leader - handles communication with club management, media, and sponsors
✔✔Formal vs informal leaders - ✔✔Formal leadership roles are those that are
prescribed or awarded (e.g., captains and vice captains), informal leadership roles are
those that emerge within the team as a result of interactions between teammates and
the demands of the task.
✔✔Social identity perspective - ✔✔The social identity perspective asserts that in order
to mobilize athletes' efforts and to be successful, leaders need not only to be seen as
"one of us" (be identity prototypes), but also to "craft a sense of us" (be identity
entrepreneurs), "do it for us" (be identity champions), and "embed a sense of us" (be
identity impresarios
✔✔Assessing Athlete Leadership - ✔✔Player Leadership Scale
Identity Leadership Inventory
Social Network Analysis
,✔✔5 R's program of leadership development - ✔✔reflecting, representing, realizing,
readying, and reporting.
✔✔The working alliance - ✔✔Is the interpersonal bond between client and consultant
that is an important part of the practice of sport psychology. The working alliance has 3
main features: 1) Collaborative nature, 2) Affective bond between client & consultant, 3)
Agreement between consultant & client on goals and tasks.
✔✔Athletes contribute to the consultant relationship by..... - ✔✔Openness to change.
Honesty and trust. Willingness to work.
✔✔Effective consultants demonstrate ______ to the consulting relationship. -
✔✔Honesty, commitment, knowledge & expertise, counseling skills, professional and
ethical behaviour.
✔✔Attending Behavior - ✔✔Attending behavior is defined as supporting the client using
individually and culturally appropriate verbal tracking, visual/eye contact, vocal qualities,
tone, and speech rate, as well as body language. Silence can also be a powerful
attending tool.
✔✔Active listening - ✔✔Active listening is the preferred and most useful mode of
listening. Consultants using active listening are attuned, connected, and engaged,
demonstrating a caring attitude and desire to truly understand what the other person
has to say
✔✔Basic listening sequence - ✔✔The purpose of the basic listening sequence is to
build empathy.
Questioning: using open questions to bring out the story and closed questions to elicit
short and specific responses
Encouraging: providing encouragement to support and evoke details
Paraphrasing: reflecting the essence of what clients are saying
Summarizing: integrating what has been said, bringing order, and linking together
different aspects of clients' stories to make sense of them
Reflecting feelings: paraphrasing in order to reflect clients' feelings
✔✔Influencing skills - ✔✔Focusing, empathically confronting, reflecting meaning,
interpreting, reframing, and giving feedback. Influencing skills can enhance the working
alliance and should be used once rapport and trust have been established (Ivey et al.,
2018).
, ✔✔Gaining Entry - ✔✔Gaining entry is a term used to describe how MPCs acquire
information about the sport context and athletes' lived experiences within it once they
begin their work together
✔✔Initial Consult (Ayogi guide) - ✔✔1) Identifying information
2) Reason for seeking consulting
3) Background of areas for improvement / concern
4) Details of sport and performance
5) life & Identity
6) Significant relationships and support system
7) Self-care
8) Session conclusion
✔✔Self-disclosure - ✔✔Self-disclosure can be defined as "an interaction in which the
[consultant] reveals personal information about him/herself, and/or reveals reactions
and responses to the client as they arise in the session". Examples of common self-
disclosure include the following:
Education, philosophy of practice, sport experiences, and clientele
Personal information, life experiences, attitudes, and beliefs
Feelings about or reactions to clients
Acknowledgment of having made a mistake. "I statement are common self-disclosure".
✔✔Client resistance - ✔✔Resistance (i.e., reluctance to getting help or confronting
one's issues) to behavior change is one of the most important indicators of problems in
the working relationship.
✔✔Transference - ✔✔Transference occurs when clients respond cognitively,
behaviorally, or emotionally—either consciously or unconsciously—to consultants in
ways resembling patterns of response to significant others, real or imagined, in their
lives
✔✔Counter-transference - ✔✔Countertransference occurs when consultants respond to
clients in ways that are similar to how they would respond with significant others
✔✔Erotic transference - ✔✔Erotic transference occurs when one person in the working
relationship responds to the other person with erotic feelings, desires, or sexual
attractions. Sexual attraction and subsequent behaviors occur in mental performance
consultation (Stevens & Andersen, 2007) because consultants often have close, and
sometimes intimate contact with athletes, resulting from the confidential nature of their
relationship.
✔✔5 purposes of assessment - ✔✔to understand individuals as athletes (e.g., how they
think, feel, and behave in training and competition),
to understand athletes as individuals (e.g., their dispositions, values, beliefs, identities),
to determine how clients understand themselves (e.g., self-awareness, reflexivity),
A+
✔✔Authentic Leadership - ✔✔An authentic leader:
"leads with purpose,"
gives more consideration to contextual and organizational factors that influence the
effectiveness of leadership, and
ensures the psychological well-being of followers.
✔✔Coach Athlete Relationship Frameworks - ✔✔Closeness is reflected in mutual
feelings of trust and respect that result from appraisals of coaches' and athletes'
relationship experiences.
Commitment is represented in coaches' and athletes' long-term orientation toward the
relationship. This orientation includes thoughts of attachment and the intention to
maintain the athletic relationship.
Complementarity is reflected in coaches' and athletes' actions of cooperation.
Co-orientation includes reciprocal behavior whereby, for example, the coach instructs
while the athlete follows instructions.
✔✔Assessing Coach Leadership in Sport - ✔✔Leadership Scale for Sports (LSS)
Multifactor leadership Questionnaire (MLQ)
assesses:
passive leadership,
transactional leadership (leaders who give contingent rewards to followers), and
transformational leadership (leaders who transform their followers into leaders
themselves).
,✔✔5 core variables of coach leadership models - ✔✔The coaching context is defined
by key environmental factors such as the sport, the level of competition, the age and
gender of the athletes, cultural and ethnic identity, and socioeconomic background. The
most effective coaches will develop a good understanding of these contextual factors
and the implications for the way that they conduct themselves.
Coaches personal characteristics
This factor includes the coaches' interpersonal and intrapersonal knowledge, values,
beliefs, personality, and goals. Self-awareness is important for developing leadership
ability
Athlete outcomes: The competence, confidence, connection, and character of athletes
are outcomes that are also the focus of successful leadership.
Athlete characteristics: The perceived effectiveness of coaches in the eyes of athletes is
also influenced by the athletes' perceptions, beliefs, and attitudes.
Coaching behaviours: How coaches actually act and behave can have a big impact on
how they lead and are perceived by others.
✔✔4 leadership roles of athletes - ✔✔Task Leader -provides tactical instructions to his
or her teammates
Motivational Leader - the greatest motivator on the field
Social Leader - cares for a good team atmosphere off the field
External leader - handles communication with club management, media, and sponsors
✔✔Formal vs informal leaders - ✔✔Formal leadership roles are those that are
prescribed or awarded (e.g., captains and vice captains), informal leadership roles are
those that emerge within the team as a result of interactions between teammates and
the demands of the task.
✔✔Social identity perspective - ✔✔The social identity perspective asserts that in order
to mobilize athletes' efforts and to be successful, leaders need not only to be seen as
"one of us" (be identity prototypes), but also to "craft a sense of us" (be identity
entrepreneurs), "do it for us" (be identity champions), and "embed a sense of us" (be
identity impresarios
✔✔Assessing Athlete Leadership - ✔✔Player Leadership Scale
Identity Leadership Inventory
Social Network Analysis
,✔✔5 R's program of leadership development - ✔✔reflecting, representing, realizing,
readying, and reporting.
✔✔The working alliance - ✔✔Is the interpersonal bond between client and consultant
that is an important part of the practice of sport psychology. The working alliance has 3
main features: 1) Collaborative nature, 2) Affective bond between client & consultant, 3)
Agreement between consultant & client on goals and tasks.
✔✔Athletes contribute to the consultant relationship by..... - ✔✔Openness to change.
Honesty and trust. Willingness to work.
✔✔Effective consultants demonstrate ______ to the consulting relationship. -
✔✔Honesty, commitment, knowledge & expertise, counseling skills, professional and
ethical behaviour.
✔✔Attending Behavior - ✔✔Attending behavior is defined as supporting the client using
individually and culturally appropriate verbal tracking, visual/eye contact, vocal qualities,
tone, and speech rate, as well as body language. Silence can also be a powerful
attending tool.
✔✔Active listening - ✔✔Active listening is the preferred and most useful mode of
listening. Consultants using active listening are attuned, connected, and engaged,
demonstrating a caring attitude and desire to truly understand what the other person
has to say
✔✔Basic listening sequence - ✔✔The purpose of the basic listening sequence is to
build empathy.
Questioning: using open questions to bring out the story and closed questions to elicit
short and specific responses
Encouraging: providing encouragement to support and evoke details
Paraphrasing: reflecting the essence of what clients are saying
Summarizing: integrating what has been said, bringing order, and linking together
different aspects of clients' stories to make sense of them
Reflecting feelings: paraphrasing in order to reflect clients' feelings
✔✔Influencing skills - ✔✔Focusing, empathically confronting, reflecting meaning,
interpreting, reframing, and giving feedback. Influencing skills can enhance the working
alliance and should be used once rapport and trust have been established (Ivey et al.,
2018).
, ✔✔Gaining Entry - ✔✔Gaining entry is a term used to describe how MPCs acquire
information about the sport context and athletes' lived experiences within it once they
begin their work together
✔✔Initial Consult (Ayogi guide) - ✔✔1) Identifying information
2) Reason for seeking consulting
3) Background of areas for improvement / concern
4) Details of sport and performance
5) life & Identity
6) Significant relationships and support system
7) Self-care
8) Session conclusion
✔✔Self-disclosure - ✔✔Self-disclosure can be defined as "an interaction in which the
[consultant] reveals personal information about him/herself, and/or reveals reactions
and responses to the client as they arise in the session". Examples of common self-
disclosure include the following:
Education, philosophy of practice, sport experiences, and clientele
Personal information, life experiences, attitudes, and beliefs
Feelings about or reactions to clients
Acknowledgment of having made a mistake. "I statement are common self-disclosure".
✔✔Client resistance - ✔✔Resistance (i.e., reluctance to getting help or confronting
one's issues) to behavior change is one of the most important indicators of problems in
the working relationship.
✔✔Transference - ✔✔Transference occurs when clients respond cognitively,
behaviorally, or emotionally—either consciously or unconsciously—to consultants in
ways resembling patterns of response to significant others, real or imagined, in their
lives
✔✔Counter-transference - ✔✔Countertransference occurs when consultants respond to
clients in ways that are similar to how they would respond with significant others
✔✔Erotic transference - ✔✔Erotic transference occurs when one person in the working
relationship responds to the other person with erotic feelings, desires, or sexual
attractions. Sexual attraction and subsequent behaviors occur in mental performance
consultation (Stevens & Andersen, 2007) because consultants often have close, and
sometimes intimate contact with athletes, resulting from the confidential nature of their
relationship.
✔✔5 purposes of assessment - ✔✔to understand individuals as athletes (e.g., how they
think, feel, and behave in training and competition),
to understand athletes as individuals (e.g., their dispositions, values, beliefs, identities),
to determine how clients understand themselves (e.g., self-awareness, reflexivity),
