The Multigroup Model of Identity Leadership (Multi-IL) in professional team sports: Navigating group dynamics from...

This study examines how subgroups and multigroup dynamics within professional soccer clubs influence the head coach's leadership effectiveness from a social identity perspective.

In this qualitative study, we conducted semi-structured interviews with 30 professional head coaches from the top four German men's leagues and the top two women's leagues. Data were analyzed using qualitative structuring content analysis and iterative abductive coding, integrating both deductive and inductive approaches, grounded in critical realism.

The findings reveal that head coaches in professional soccer clubs operate within three key subgroups: the player group, the staff group, and the management group. Head coaches play a bridging role, unifying these subgroups as their interactions can have both positive and negative effects on their leadership effectiveness. Positive leadership experiences were characterized by functional and effective relationships (alliances) with at least two and often all three subgroups. In contrast, functional alliances with just one subgroup, even if it was the player group, proved insufficient and led to negative leadership experiences over time. Positive leadership experiences depended on the head coach's ability to manage the social identity dynamics within and across subgroups, as negative dynamics in any subgroup could undermine overall leadership effectiveness. These findings have been synthesized into the Multigroup Model of Identity Leadership (Multi-IL) in professional team sports.

The findings highlight the importance of considering key subgroups and their interplay for effective identity leadership. Coaches and researchers should adopt a multigroup perspective to enhance leadership effectiveness and advance leadership research.