Putting psychological well-being center stage: a qualitative examination of performance leaders and managers within sport organizations

Organizational sport psychology researchers have frequently recognized the impact of leadership on performance, health, and turnover intentions (e.g., Clarkson et al., 2020; Simpson et al., 2021). Yet despite their acknowledged importance (Fletcher & Arnold, 2011), fewer researchers have explored the psychological well-being (PWB) of performance leaders and managers (PLMs) and how these experiences influence their support of performers and staff. This study longitudinally examined (1) how PLMs experience PWB and (2) how PLMs support the PWB of their performers and employees. Two semi-structured interviews and weekly audio-recorded diaries were completed by 15 PLMs over four weeks. Data were analyzed using thematic narrative analysis. Narrative themes denoted that belonging to a sense of “us,” family as healers and preservers, self-care and recovery, the nature of the role, and vertical and horizontal work relationships were integral to shaping PWB. Narrative themes relating to going above and beyond; cultivating supportive environments; leading through change, conflict, and challenge; perspective-changing experiences; and resourcing and supporting were integral to the PWB of PLMs’ employees and crossed over with their own PWB experiences (e.g., self-care and recovery informing PLMs’ ability to go above and beyond). We centralize the necessity for scientist-practitioners to extend understanding of intersubjective experiences among PLMs and their work relationships, whilst delving deeper into the factors (e.g., loneliness of command) that threaten PWB. Practitioners could consider initiatives that strengthen work relationships, manage PWB spillover between people and their work and personal contexts, and optimize self-care for PLMs. Stakeholders and decision-makers should further explore investment in PLMs (e.g., funded performance and lifestyle support), whilst bolstering the capabilities of PLMs to support employee PWB (e.g., through perspective-building activities that reflect on regret and harness curiosity) in the organizational environment.