A Level Psychology: Smith et al. — Can Better Coaching Build Self-Esteem Even When It Doesn't Win More Matches?
What if the most important result of a children's sports match isn't actually the score?
We tend to judge coaches by results.
Did the team win?
Did the players improve?
Where did they finish in the league?
But psychology raises a much more interesting question:
What effect does the coach have on the young people themselves?
A coach can potentially influence confidence, enjoyment, anxiety, motivation and self-esteem. And those effects may matter even when they do not produce more victories on the pitch.
This is what makes the research associated with Ronald Smith, Frank Smoll and colleagues so interesting for A Level Psychology.
They investigated whether coaches could actually be trained to behave differently — and whether changing coaching behaviour could improve children's psychological experiences of sport.
The fascinating possibility is that better coaching might not necessarily produce a better match result.
It might produce something more important.
A young person who feels better about themselves.
The Psychology Behind the Scoreboard
Imagine two youth sports teams.
Both lose 3-1.
From the league table, their experiences appear identical.
But imagine the first coach saying:
"You were useless today. We've practised that repeatedly. Why can't you get it right?"
Now imagine the second coach saying:
"We didn't get the result today, but there were some things you did much better. Let's look at what went wrong and work on it at training."
The score remains:
3-1.
But psychologically, those may have been two completely different experiences.
One child may leave thinking:
"I'm no good at this."
Another may leave thinking:
"I made mistakes, but I can improve."
That distinction takes us into the psychology of coaching.
Smith, Smoll and the Coaching Behaviour Research
Smith and colleagues became interested in the behaviour of adults coaching children's sport.
Rather than assuming that coaches were simply "good" or "bad", researchers could observe particular behaviours.
For example:
What happens when a player makes a mistake?
Does the coach encourage them?
Does the coach criticise them?
Does the coach provide useful technical instruction?
Does the coach notice good performance?
Does the coach punish mistakes?
Does the coach create an atmosphere in which players are frightened of getting something wrong?
This is an important psychological shift.
Instead of asking:
"Is this a good coach?"
we can ask:
"What behaviours does this coach display, and what effect do those behaviours have?"
That turns coaching into something that can potentially be measured, investigated — and changed.
Can You Train a Coach to Become More Supportive?
One particularly important aspect of this programme of research involved coach-effectiveness training.
The researchers were not simply observing coaches and then describing what happened.
They wanted to see whether intervention could change coaching behaviour.
Coaches could be encouraged to increase behaviours such as:
positive reinforcement;
encouragement;
constructive instruction;
recognising effort;
responding positively after mistakes;
giving players useful information about how to improve.
At the same time, coaches could be encouraged to reduce behaviours such as:
punishment;
hostile reactions;
excessive criticism;
creating fear around making mistakes.
That immediately raises an important practical point.
Being supportive does not mean pretending that mistakes haven't happened.
A coach still needs to correct technique.
If a footballer repeatedly passes into danger, a swimming coach sees poor technique or a sailor repeatedly makes the same mistake during a manoeuvre, simply saying "Wonderful!" isn't particularly helpful.
Supportive coaching combines encouragement with information.
Instead of:
"That was terrible."
the message becomes:
"That didn't work. Let's look at why."
The mistake has not disappeared.
The emotional environment surrounding the mistake has changed.
Why Self-Esteem Matters
Self-esteem broadly concerns the way people evaluate and feel about themselves.
Sport can potentially contribute positively to self-esteem.
A young person might discover:
"I can learn this."
"I am getting better."
"I can contribute to a team."
"Other people value my effort."
"I can cope when something goes wrong."
But sport can potentially produce the opposite experience.
Repeated criticism, humiliation or fear of failure can make a child associate participation with:
anxiety;
embarrassment;
incompetence;
disappointment;
fear of letting others down.
That makes the coach psychologically important.
For many young athletes, the coach is an authority figure whose judgement matters enormously.
The Really Interesting Finding: Winning Isn't Everything
One of the most interesting implications from Smith and colleagues' work is that changing coaching behaviour can produce psychological benefits without necessarily transforming competitive success.
That matters enormously.
Suppose a trained coach's team finishes fifth in the league.
Another coach's team also finishes fifth.
If we only measure sporting performance, we might conclude:
No difference.
But suppose players with the trained coach show better self-esteem or a more positive psychological response to participation.
Then the intervention has achieved something that the league table cannot measure.
This illustrates an important lesson in psychology:
The dependent variable we choose determines what we notice.
If researchers measure only wins, they may miss changes in self-esteem.
If they measure only self-esteem, they may miss changes in performance.
Good psychological research therefore asks carefully:
What exactly are we trying to measure?
A Practical Example: The Young Footballer
Imagine a 12-year-old footballer misses an easy chance.
There are three possible coaching responses.
Response 1: Punishment
"How did you miss that? That should have been a goal!"
The player may become anxious about receiving another opportunity.
Response 2: Meaningless praise
"Never mind. Everything was perfect."
But it wasn't.
The child knows that.
Response 3: Supportive instruction
"Good movement to get into that position. Next time, take a fraction more time before the shot."
Now something psychologically interesting has happened.
The coach has:
recognised something successful;
acknowledged that improvement is needed;
provided information;
focused attention on something controllable;
avoided attacking the child personally.
The distinction is between:
"You are bad."
and:
"That attempt didn't work — here's what you can change."
That is a very different message.
I See the Same Principle in Teaching
This is one reason I find this research particularly interesting as a teacher.
Although Smith and colleagues were investigating sport, the basic idea transfers remarkably well into education.
A student gives the wrong answer to a mathematics problem.
A purely outcome-based judgement says:
Wrong.
But as a teacher, I am interested in considerably more than that.
Where did the reasoning go wrong?
Was the method sensible?
Did the student misunderstand the question?
Was it simply an arithmetic error?
Can I identify something they did correctly before correcting the mistake?
Consider these two responses:
"No. That's wrong."
and:
"Your first two steps are exactly right. Look again at what happens when you divide by the negative number."
The mathematical answer has not changed.
It is still wrong.
But the student's experience of being wrong has changed dramatically.
Good feedback corrects the error without making the learner frightened of making the next attempt.
That applies on a sports field, in a classroom, in a laboratory and in many other learning environments.
This Does Not Mean Praise Everything
There is an important misunderstanding to avoid.
Positive coaching does not mean praising everything regardless of performance.
If praise becomes automatic, it can lose its meaning.
Imagine hearing:
"Brilliant!"
after every single attempt.
Eventually "brilliant" means very little.
Useful positive feedback needs to be specific.
Instead of:
"Great job!"
try:
"Your positioning before receiving the ball was much better that time."
Or:
"That was a much smoother tack because you kept the boat moving through the turn."
Or in the classroom:
"Your conclusion is stronger because you've used the evidence from the study."
The young person now knows what was successful.
That is far more useful than praise alone.
Process Rather Than Personality
There is another useful distinction.
Compare:
"You're a brilliant player."
with:
"You kept working even when we went two goals down."
The first is a judgement about the person.
The second identifies behaviour.
Behaviour can be repeated.
This gives coaches — and teachers — something extremely powerful to reinforce.
Effort.
Persistence.
Decision-making.
Technique.
Communication.
Preparation.
Response to mistakes.
These are processes rather than simply outcomes.
What Happens After a Mistake May Matter Most
It is easy to be encouraging when everything is going well.
The psychologically revealing moment comes immediately after failure.
A player drops the ball.
A goalkeeper concedes.
A tennis player double-faults.
A sailor makes a poor tack.
What does the coach do next?
That reaction teaches the young person something about what mistakes mean.
Do mistakes mean:
"You have failed me."
Or:
"Something went wrong; now let's learn from it."
In any learning environment, mistakes contain information.
A good coach uses that information.
Why This Research Is Valuable for A Level Psychology
Smith and colleagues provide several useful areas for examination discussion.
Application
The research has obvious practical applications.
Coach education programmes can potentially use psychological research to improve the experience of young athletes.
That gives the research strong real-world relevance.
Cause and Effect
Where researchers actively train some coaches and compare outcomes with suitable controls, they move beyond simply finding correlations between coaching style and children's responses.
This gives researchers a stronger basis for investigating whether changing coaching behaviour actually causes changes in psychological outcomes.
Measuring Behaviour
Coaching behaviour can be operationalised into observable categories.
This is useful because vague concepts such as "supportiveness" need to become measurable if they are going to be investigated scientifically.
Measuring Self-Esteem
Self-esteem is more difficult.
It is an internal psychological construct.
Researchers therefore need an operational measure, often involving questionnaires or rating scales.
That raises familiar methodological questions:
Are participants answering honestly?
Do children interpret questions in the same way?
Does a questionnaire really measure self-esteem?
Could participants respond in socially desirable ways?
These are exactly the sorts of issues A Level students should consider.
Ecological Validity: Psychology on the Sports Field
One attraction of this research is that coaching is being considered in a genuine social environment.
Real coaches.
Real young athletes.
Real competitive sport.
That can give the findings greater ecological relevance than an artificial laboratory task.
But field research brings complications.
Sport is messy.
Different players have different personalities.
Teams have different ability levels.
Parents behave differently.
Opponents differ.
Some matches matter more than others.
A coach cannot control every variable affecting a child's self-esteem.
This creates a familiar psychological trade-off:
greater realism can mean less experimental control.
Individual Differences Still Matter
We should also avoid assuming that every child responds identically to the same coaching style.
One player may thrive on enthusiastic encouragement.
Another may prefer calm technical instruction.
Some children are naturally highly competitive.
Others participate primarily because they enjoy being with friends.
Previous sporting experiences, personality, confidence, age and ability may all influence how coaching behaviour is interpreted.
The research therefore should not be reduced to:
"Positive coach = high self-esteem."
Human behaviour is rarely that simple.
Instead, it provides evidence that the social environment created by a coach can matter.
The Bigger Question: What Is Youth Sport Actually For?
This research ultimately raises a much larger question.
What do we want children's sport to achieve?
Winning?
Fitness?
Skill?
Teamwork?
Confidence?
Friendship?
Resilience?
Enjoyment?
Perhaps all of them.
Winning matters in competitive sport. Pretending otherwise would make competition rather pointless.
But a youth coach may have two scoreboards.
One is obvious.
Goals scored. Games won. League position.
The other is almost invisible.
Confidence developed. Skills learned. Mistakes overcome. Enjoyment created. Young people who want to return next week.
Psychology encourages us to measure both.
A Question for Every Coach — and Every Teacher
At the end of a session, don't ask only:
"Did they perform better?"
Ask:
"What did my behaviour teach them about themselves?"
That question applies far beyond sport.
It applies to teachers.
Parents.
Music instructors.
Sailing instructors.
Youth leaders.
Anyone responsible for helping another person learn.
We cannot remove failure from learning.
Nor should we.
Children will lose matches.
They will miss shots.
They will get questions wrong.
They will make poor decisions.
They will sometimes perform badly.
The important question is what happens next.
Conclusion: The Result That Doesn't Appear on the Scoreboard
Smith, Smoll and colleagues' coaching research challenges a very simple assumption:
that successful coaching can be measured solely by sporting success.
Changing how coaches respond to young athletes can change the psychological experience of sport, including outcomes such as self-esteem, even when competitive results are not dramatically different.
That is an extraordinarily important idea.
A coach can lose a match and still have taught something valuable.
A player can make a mistake and still leave training more confident than when they arrived.
A team can finish without a trophy while its members develop skills and attitudes that remain with them long after they stop playing.
Perhaps that is the result we should sometimes pay more attention to.
The scoreboard tells us who won the match.
Psychology asks what happened to the people who played it.
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