Global Leadership in Team Sports

Global Leadership in Team Sports
An Explorative Study of Global Head Coaches of Football
Master Thesis
University of Applied Sciences Vorarlberg

[International Management and Leadership]
Submitted to
Prof. Dr. Carsten Bartsch
Handed in by
Naly Rajaofera
Dornbirn, [08th January 2021]

Abstract
The research activity described in this master thesis focus on global leadership in team sport.
Football head coaches working or who have worked in the globalised Big Five leagues of
England, France, Germany, Spain and Italy are investigated. These leagues are host to
players, staff, executives, fandoms and head coaches from around the globe. Sport in gen-
eral is posed as a valid platform to investigate global leadership. Elite and globalised clubs in
association football are further posed the archetype of global sport. Head coaches at the
helm of the on-field and off-field teams are hypothesised as global leaders, due to their
squad, staff and networks of global nature and the span of their influence on individuals
around the globe.
It is proposed that investigations of the leadership in this setting can usefully contribute to
insights on global leadership. The research activity follow an exploratory purpose resulting
from a gap found in the literature review. The research design framework is a first sequential
loop of Ground Theory methodology with the aim to identify useful hypotheses for future the-
oretical sampling. Secondary data was gathered and analysed qualitatively. The data stems
from the public domain and statements from interviews, commentaries, biographies, and
conferences on or by the head coaches. The theoretical framework of the presented re-
search covers the personal traits and attributes of the investigated individuals.
Findings both overlap and contrast with findings from other global leadership research activi-
ties. The differences were identified in properties of the global sport business such as con-
stant public attention. Based on the findings from the purposive sampling and acknowledging
applicable limitations on the findings, hypotheses for theoretical sampling are proposed.
Theoretical sampling is the next step in the workflow of the Grounded Theory methodology
used for this study.
I
Acknowledgment
I would like to acknowledge Professor Dr. Carsten Barsch the supervisor of this thesis, I am
gratefully indebted to his very valuable advices at most crucial phases for the advancement
of this thesis. His pleasing manner and refreshing insights were enriching every exchange
beyond the topic and scope of this thesis.
I also would like express my appreciation to Ms. Sabine Simon of Fachhochschule Vorarl-
berg for her unfailing support and kindness from Day 1 of the selection process to this study.
Finally, I must express my very profound gratitude to my family and friends for continuous
encouragement throughout the last two years. A very heart felt thank you to Christoph, Elisa,
Philipp, Ranja and Vlad who supported me in the proofreading process. I appreciate the
feedback and suggestions.
Dedication
To Andreas, Daniel, Elisa, Ksenia, Larisa, Manar, Manuel, Marija, Markus, Michael, Olga,
Paula, Philipp, Saurabh, Thomas, Tyler and Verónica – FHV’s IML Pioneer Class 2018, and
a genuine global crew who inspired this thesis.
II
Table of Contents
Table of Contents............................................................................................................. III
List of Figures.................................................................................................................... V
List of Tables .................................................................................................................... VI
Abbreviations ................................................................................................................. VII
1. Starting Point ............................................................................................................. 1
1.1 Zeitgeist: Requirements for Global Leaders and Global Leadership.................................. 1
1.2 Sport, Naturally Global .................................................................................................. 1
1.2.1 Football, The Global Sport ............................................................................................... 3
1.2.2 Elite Coaches in a Global Setting ..................................................................................... 6
1.3 Research Purpose, Question and Scope .......................................................................... 8
1.4 Structure of the Document ............................................................................................ 9
2. Research on Leadership: Literature Review .............................................................. 10
2.1 Leadership and Semantics ............................................................................................ 10
2.2 Revisiting Traditional Leadership Research ................................................................... 11
2.3 Culture as a Variable and Cross-cultural Leadership ...................................................... 18
2.3.1 Culture: Semantics and Conceptualisations .................................................................. 19
2.3.2 Cross-cultural Leadership Research .............................................................................. 23
2.3.3 Multicultural Teams ...................................................................................................... 27
2.4 Start and Advances in Global Leadership Research ....................................................... 29
2.4.1 Semantic Debate and Conceptual and Methodological Approaches............................ 29
2.4.2 A Summary of Findings from Global Leadership Research ........................................... 33
2.5 Sport and Leadership Research .................................................................................... 37
2.5.1 Sport’s Traditional Leadership....................................................................................... 38
Coaches as Leaders of Athletes .............................................................................................. 38
Leaders of Athletic Organisations........................................................................................... 46
2.5.2 Sport-Cultures-Leadership............................................................................................. 47
2.6 Exploratory Research on Leadership: Methodological Approaches ................................ 49
2.7 Summary of Literature Review ..................................................................................... 50
3. Research Design ....................................................................................................... 53
3.1 Research Methodology ................................................................................................ 53
3.1.1 Research Methodological Framework and Approach ................................................... 53
3.1.2 Conceptual Approach .................................................................................................... 55
3.1.3 Purposive Sampling: Target Group ................................................................................ 55
3.2 Research Methods ....................................................................................................... 56
3.2.1 Data Type, Collection, Sources and Management ........................................................ 56
Data Sources ........................................................................................................................... 56
Data Collection Technique and Guidance .............................................................................. 57
Data Management and Organisation ..................................................................................... 58
3.2.2 Qualitative Analysis of Secondary Data......................................................................... 58
III
3.3 Collected Data ............................................................................................................. 59

4. Qualitative Data Analysis Results and Findings ......................................................... 63
4.1 Personal Traits............................................................................................................. 63
4.2 Cognitive Complexity Competencies............................................................................. 65
4.3 Operational and Strategic Competencies ...................................................................... 65
4.4 Intrapersonal Competencies ........................................................................................ 67
4.5 Managing-Relationships and Others Competencies ...................................................... 68
4.6 Findings Outside Initial Framework .............................................................................. 69
4.6.1 Transformational Self .................................................................................................... 69
4.6.2 Leadership Styles ........................................................................................................... 70
5. Discussion and Limitations ....................................................................................... 71
5.1 Findings from Reviewed Literature and Findings from this Research ............................. 71
5.2 Transformational-Self: Triad and Head Coaches ............................................................ 72
5.3 Convincing, Empowering and Shared Leadership Styles ................................................ 73
5.4 Limitations of the Research and Findings ...................................................................... 73
6. Summary and Outlook ............................................................................................. 75
References...................................................................................................................... 76
APPENDIX A NESTED GLOBAL LEADERSHIP COMPETENCIES .................................................. A-1
APPENDIX B SAMPLES OF EXPLORATORY RESEARCH ............................................................. B-1
APPENDIX C GUIDANCE FOR DATA COLLECTION ................................................................... C-1
APPENDIX D COACHES’ PROFILES ........................................................................................... D-1
APPENDIX E DATABASE OF COLLECTED RAW DATASETS ....................................................... E-1
IV
List of Figures
Figure 1: Revenues of the Big Five European Football Leagues from 1996 to 2021.............. 5
Figure 2: Top-20 European Football Clubs Revenues with Contributors Breakdown ............. 6
Figure 3: Depiction of Hersey-Blanchard’s Model of Situational Leadership .........................14
Figure 4: Integrating Conceptual Framework of Multiple-linkage Model ................................16
Figure 5: Hofstede’s Onion Cultural Model ...........................................................................20
Figure 6: Meta-configuration for GLOBE Societal Clusters ...................................................22
Figure 7: Modified GLOBE Theoretical Model (2013) ...........................................................26
Figure 8: Pyramid Model of Global Leadership Competencies .............................................32
Figure 9: Brake’s Global Leadership Triad............................................................................35
Figure 10: Multidimensional Model of Leadership Behaviour ................................................40
Figure 11: Multidimensional Model of Leadership Behaviour – Completed 2007 ..................41
Figure 12: Coaching Effectiveness Model by Horn (2002) ....................................................42
Figure 13: Mediational Model of Leadership .........................................................................43
Figure 14: Research Design Framework with Grounded Theory Methodology .....................54
V
List of Tables
Table 1: FIFA’s Events Income 1999-2010 ............................................................................ 2
Table 2: Roles and Tasks of a Football Coach ...................................................................... 7
Table 3: Taxonomy of Leader Behaviours ............................................................................13
Table 4: Hofstede’s Cultural Dimensions (2010) ...................................................................21
Table 5: Societal Culture Attributes by GLOBE ....................................................................24
Table 6: GLOBE Global and Primary Leadership Dimensions and Leadership Attributes .....25
Table 7: A Selection of Clarifications/Definitions/Explanations of Global Leader/Leadership 30
Table 8: Jokinen’s (2005) Integrative Framework of Global Leadership Competencies ........35
Table 9: A Framework of Nested Global Leadership Competencies .....................................36
Table 10: MML/LSS Studies and Results across Countries ..................................................47
Table 11: Explanation of Database in APPENDIX E (Transposed Layout) ...........................61
Table 12: Global Football Head Coaches Personal Character ..............................................63
Table 13: Global Football Head Coaches Personal Attitudes and Beliefs .............................64
Table 14: Global Football Head Coaches Cognitive Complexity ...........................................64
Table 15: Global Football Head Coaches’ Operational and Strategic Competencies ............66
Table 16: Global Football Head Coaches Managing-self Competencies Inquisitiveness ......66
Table 17: Global Football Head Coaches Managing-self Competencies: Emotional States
Regulation .................................................................................................67
Table 18: Global Football Head Coaches: Managing Relationships and Others Competencies
..................................................................................................................68
VI
Abbreviations
AC Associazione Calcistica
ANOC Association of National Olympic Committees
CBAS Coaching Behaviour Assessment System
CF Club de Futból
CLT Culturally Endorsed (Implicit) Leadership Theory
CONMEBOL Confederaçåo Sul-Americana de Futebol/Confederacion Sudameri-

cana de Futból
EPL English Premier League
EU European Union
FC Football Club, Fútbol Club, Futebol Clube
FIFA Fédération Internationale de Football Association
GLOBE Global Leadership and Organizational Behavior Effectiveness
GSO Global Sport Organisation
ICC Intercultural Communication Competence
ILT Implicit Leadership Theory
IOC International Olympic Committee
LBDQ Leadership Behaviour Descriptor Questionnaire
LSS Leadership Scale for Sport
LPC Least Preferred Co-Worker
MLQ Multifactor Leadership Questionnaire
MLS Major League Soccer
MML Multidimensional Model of Leadership (Behaviour)
MNC Multinational Corporation
NBA National Basketball Association
NCAA National Collegiate Athletic Association
VII
RCBRF Revised Coaching Behaviour Recording Form
SDG Sustainable Development Goal
SFD Sport-For-Development
UEFA Union Européenne de Football Association
UK United Kingdom
UN United Nations
USA United States of America
WADA World Anti-Doping Authority
WHO World Health Organization
WTO World Trade Organization
VIII
1. Starting Point
Fridays For Future, Multinational Companies (MNCs), pandemics’ management, the United
Nations with its specialised agencies, political internationals such as the defunct Communist
International (Comintern) or the Global Greens, the World Health Organization (WHO), the
World Trade Organisation (WTO), etc.: Each of them were/are global and intercultural at their
very core. For example, the normal environment for MNCs is international and intercultural:
Either because merchandises have always been traded from one part of the Earth to anoth-
er. Over time, technologies of transportation and/or communication have gradually brought
remote places and people closer to one another. The ensuing consequence is the globalisa-
tion of different aspects of human lives, eventually leading to organisations such as the
aforementioned examples. The global reality pertains economy, geo-politics and diplomacy,
leisure, etc. From a more actual standpoint, globalisation manifests itself in socio-political
challenges, as the 17 Sustainable Development Goals (SDGs) set by the General Assembly
of the United Nations suggest [www.un.org, 2015].
1.1 Zeitgeist: Requirements for Global Leaders and Global Leadership
Global undertakings presuppose and require an appropriate form of leadership [Jacobs et al.,
2019] along the entire path of implementation to a successful achievement. This call is in-line
with the emerging concept of global leadership.
The concept of global leadership is often seen as an evolution of traditional (also local or
domestic) leadership. Its emergence was brought about by the advent of the economic, de-
mographic, financial, political, environmental, and informational globalisation from the last
decade of the 20th Century into the beginning of the 21st Century [International Monetary
Fund, 2008]. Consequently, global leadership as a field of research is at an early stage of
exploration, investigation and development, awaiting more dedication and contribution from
researchers.
1.2 Sport, Naturally Global
Sport as evolution of ludic activities and for entertainment, sport as a vector for growth and
development, sport as a didactic mean, sport as a societal, diplomatic and not rarely political
platform, sport as key sector of economy, sport as a remedy, sport as expression of tradi-
tions and rituals, … The enumeration of the multiple aspects and purposes of sport may ex-
tend certainly and endlessly. Another certainty is that sport, whether individual or team, is
anthropologically relevant [Blanchard, 2000], and has always been omnipresent - practiced
everywhere and anywhere across the globe and arguably at any time in the history of man-
kind (cf. [Tylor, 1880]). Sport is a global phenomenon.
1
Similar to the different areas mentioned at the beginning of Chapter 1, sport and sporting
disciplines are organised in and governed by private institutions: World Rugby, World Athlet-
ics, the World Anti-Doping Authority (WADA), the Fédération Internationale de Football As-
sociation (FIFA), the Association of National Olympic Committees (ANOC) gathered and rec-
ognised by the International Olympic Committee (IOC), to name a few. As of December
2020, World Athletics register the highest members count with 214 countries, states, nations
associations/federations - FIFA have 211, the IOC 206, the UN 193 [www.worldathletics.org,
n. y.; FIFA.com, n. y.-b; www.olympic.org, n. y.; www.un.org, n. y.]. Global Sports Organisa-
tions (GSOs, cf. [Forster, 2006]) are global with respect to their personnel and their structure,
and relative to domains of action and spheres of influence. Their leading figures, at different
levels and in various functions, are de facto global leaders.
The global nature of sport shows in the tournament venues, events media coverage, market-
ing, influence and fandom as attested by the following examples:
 Over the course of four weeks, the worldwide audience for television broadcast of the
2016 Summer Olympic Games in Rio de Janeiro, Brazil, was estimated at 3.6 billion
viewers [Statista.com, 2016], a stable figure since the previous edition (London, Eng-
land) which gathered viewers from “over 220 territories” [Sponsorship Intelligence,
2012, p. 3].
 During the four weeks of the tournament, FIFA World Cup 2018 in Russia has accu-
mulated an estimate of 3.5 billion television and internet stream viewers from every
continent, while the final alone attracted 1.12 billion viewers [FIFA.com, 2018]. Look-
ing at the figures of Table 1, the measure of the viewers’ number is also evident on
the monetary scale. The incomes from the sale of broadcasting rights have been the
largest, and have tripled within a decade.
World Cup Income in US Dollar Millions 1999-2002 2003-2006 2007-2010
TV rights 991 1321 2408
Marketing 545 600 1072
Other (tickets, hospitality, licensing) 82 277 191
Non World Cup related income 167 186 219
World Cup revenues as percentage of total event in-
90.60% 92.10% 94.40%
come
TV rights as percentage of total 55.50% 56.40% 61.90%
Total income 1785 2343 3890
Table 1: FIFA’s Events Income 1999-2010
Source: Adapted from [Solberg; Gratton, 2014, p. 49]
 The final game of the 2014 Union of European Football Associations (UEFA) Cham-
pions League, a continental contest, was disputed between Club Atlético de Madrid
and Real Madrid Club de Futból, both based in the Spanish capital. An estimated av-
erage of 165 millions viewers from 200 countries [UEFA.com, 2014a] had tuned in.
On and along the field, the 41 protagonists (coaches, referees, players) originated
from 13 different countries [UEFA.com, 2014c].
2
1.2.1 Football, The Global Sport
Basketball has remarkably gained in global popularity since the late 1980s: The competitive
heights of the North American National Basket Association (NBA) and the worldwide broad-
casting, the magic displayed at the 1992 Summer Olympic Games in Barcelona, the global
superstars led by the Bryants, Duncans, James, Johnsons, Jordans, Mings, Nowitzkis… Yet,
of all sport, football is arguably the archetype of global sport discipline [Aisch et al., 2017;
Markovits; Rensmann, 2010, p. 86]. As previously noted, games and events are enjoying
vertiginous audience figures from across the globe. FIFA register more country members
than the UN or the IOC: In both members’ count and event audiences, football is second only
to multidisciplinary athletics1. It is linked with global brands including FIFA World Cup, UEFA
Champions League, Copa Libertadores, Seleção, River Plate, Real Madrid, Manchester
United or AC Milan. Football also spawned long lasting global icons with the likes of David
Beckham, Johan Cruijff, Mia Hamm, Lionel Messi, Pelé, Ronaldo, George Weah, Zinédine
Zidane, and perhaps the most global of all, transcending sport: Diego Armando Maradona,
whose fame and influence in lifetime resonated even more with tributes and mourning across
the globe following his passing amid a viral pandemic and afflicted by regional conflicts (cf.
[FIFA.com, 2020; Powell, 2020; SkySports, 2020] for compilations of sample evidence).
Today’s elite football clubs appear to be microcosms of the globalised world2, ambitiously
and proudly assembling players and coaches from around the globe. Not unlike other indus-
tries, football clubs cannot avoid internationalising to secure competitive advantages. Estab-
lished practices such as scouting and recruiting do not only focus on talented players. Play-
ers with specific skills resulting from the tradition of their formative academy, and/or cultural
interpretation and perception of the game are sought after. Famous examples are tactical
orientation from Italy, creativity from Central or South America [Lanfranchi; Taylor, 2001, p.
69 ff., 191 ff., 200; Müller, 2009, p. 272–279], or totaalvoetbal from the Netherlands, that is
an overall tactical awareness and adaptability requiring personality and technical versatility
[Townsend, 2016]. Apart from athletic performance, financial goals or political background
may be motives for football clubs’ internationalisation:
 North American Major League Soccer (MLS) club’s sourcing policy such as hiring ma-
tured and established stars like Franz Beckenbauer, Johann Cruijff or Pelé in the late
1970s, and David Beckham, Zlatan Ibrahimovic or Kaká in the 2000s-2010s was to
contribute to bigger popularity of the game, and to increase revenues3. Another nota-
ble example was the Galácticos policy at Real Madrid CF in the early 2000s, which
consisted in signing and assembling superstars/award-winning players of the time4.
This personnel policy allegedly contributed to make the club the 2000s wealthiest in
1 Football is one of the olympic disciplines.

2 Or rather “glocalised”?, cf. [Robertson, 2012].
3 Markovits and Rensmann (2010) dubbed this the “Beckham effect” [p. 37].
4 By the time of their signings, Luis Figo, Zinédine Zidane, Ronaldo, David Beckham, Michael Owen and Fabio
Cannavaro were at least either FIFA World Cup winner, CONMEBOL Copa América winner, UEFA European
Championship winner, UEFA Champions League winner, UEFA Cup winner, FIFA Player of the Year and/or
France Football Ballon d’Or winner or nominee.
3
the world [www.realmadrid.com, n. y.]. It undoubtedly contributed to more fame.

 MNCs may operate internationally with their brand (e.g. Red Bull football franchise or
subsidiaries with a network currently composed of clubs in Bragantino and Campinas
(both in Brazil), Leipzig (Germany), New York (USA), Salzburg (Austria) [Welbrig,
2019]), choose joint ventures (e.g. German club FC Schalke 04’s Knappenschmiede
Youth Academy in Kunshan, China [schalke04.de, 2020]), or institutional strategic
partnership, e.g. Spain’s professional league with the Ministry of Sport of Saudi Ara-
bia and Saudi Arabian Football Federation [www.laliga.com, 2018; www.mos.gov.sa,
2018].
 (Lucrative) promotional campaigns, e.g. domestic Italian Supercoppa di Lega final
game regularly played on extra-continental turfs: Libya (2002), United States of Amer-
ica (2003), China (2009, 2011, 2012), Qatar (2014, 2016) and Saudi Arabia (2018,
2019) [www.legaseriea.it, n. y.]
 Sponsorship of FC Barcelona by Qatar Foundation, then Qatar Airways (2011-2017)
[www.fcbarcelona.com, 2017], or implicit state ownership of Paris Saint-Germain
Football Club by the State of Qatar, and of Manchester City Football Club by the
United Arab Emirates [Conn, 2016].
The elite of European professional football clubs possess other hallmarks of global organisa-
tions. Governing bodies on national, continental and global stages have gradually modified
legislations to cater for this reality in the last 30 years. For example the re-admission of a
single foreign player in Italian top flight league [Mariottini, 2019] was initiated at the beginning
of the 1980s; two foreign players were allowed in each German Bundesliga team until 1992
[DFL.de, 2018]. With enforcement of the “Bosman Ruling” in European football [UEFA.com,
2014b], European clubs were given the freedom to sign an unlimited number of European
citizens, later extend to any nationality. FIFA first unsuccessfully counteracted with the “6+5
rule” proposition to require a quorum of eligible players from the club’s nation; UEFA then
brought a legislation proposal that was eventually entered [FIFA.com, 2008; European
Commision, 2008] and enforced for its members and competitions. The rule is aiming at fos-
tering clubs’ youth system and national homegrown players [UEFA.com, 2014b]. Some do-
mestic leagues, associations/federations adopted their own regulations, still complying with
UEFA and with the EU, e.g. the English and the German leagues (cf. [Premierleague.com,
2012; DFL.de, 2018]). For national teams and senior competitions, FIFA could enforce a
more restrictive policy with respect to nationalities and to eligibility of players to represent a
certain country [FIFA, 2019, p. 74 ff.; Samoura, 2020, p. 2]. These rules did not prevent mul-
ticultural national squads on country level, who often introducing themselves as such, or at
least aware of that particular trait of their team. Prominent examples were France’s winning
side of the FIFA World Cup 1998, and more recently Germany’s squad World Champions
2014 [Süddeutsche Zeitung, 2014; Thompson, 2015].
Football clubs are successful businesses as measured by the generated revenues. The re-
spective evolutions of the revenues for clubs from the top-flight leagues from England,
4
France, Germany and Spain5 are shown in Figure 1. The figure depicts the evolution of the
revenues in each of the five leagues starting at the values in the box on the upper left side for
the season 1996/97, when the relative standard deviation between the five leagues was
28.91%6, with a mean of 499 million euros. Coinciding with the beginning of the new millen-
nium, the revenue in the English7 Premier League constantly and gradually took off from the
rest, with an even more dramatic increase from the 2012/13 season onwards. The English
Premier League revenues eventually soared up (5.85 billion euros) to exceed the aggregate
revenues of third-placed German Bundesliga (3.34 billion euros) and fourth-placed Italian
Serie A (2.49 billion euros), and a little more than the triple to fifth placed French Ligue 1. By
the end of the 2018/19 season, the relative standard deviation between the Big Five reve-
nues would attain 44.38 %8, with a new mean of 3.39 billion euros due to the hyperinflation in
the English league. The overall slump for 2019/20 season is likely to be caused by the
COVID-19 pandemic and related restrictions which was marred by interruption and delay of
competitions, and cuts in ticket sales for stadium attendances. The Big Five still grossed an
aggregate of 15.1 billion euros, compared to 16.96 billion euros for the previous season.
Figure 1: Revenues of the Big Five European Football Leagues from 1996 to 2021
Source: [Statista.com, 2020a; Data from Deloitte]
Note: ** Projected figures for the 2019/20 and 2020/21 seasons as of May 2020.
The top-20 European clubs alone, all issued from these leagues, contributed to more than a
half (54.70%) with 9.28 billion euros [Statista.com, 2020b] – see Figure 2. Revenues signifi-
5 Dubbed the “Big Five” of European Football

6 Relative Standard Deviation = 100x(Standard Deviation/Average), as a measure of dispersion
7 English and Welsh Premier League should be more accurate: Swansea City Association Fooball Club and Car-
diff City Football Club each played at least a season and may qualify for the contest.
8 Highest relative standard deviation 48,34% for the 2016/17 season, with a mean of 2.93 billion euros.
5
cantly vary across the different domestic leagues and for all three sources of income (match-
day, commercial and broadcasting rights).
Figure 2: Top-20 European Football Clubs Revenues with Contributors Breakdown

Source: [Statista.com, 2020c; Data from Deloitte]
In the particular case of England, the fees from Asia alone made up for a third of revenues
from the sales of overseas broadcasting rights during the 2019/20 season [Bassam, 2020].
This is partly due to the broad followership located in Asia since the marketing and commer-
cialisation of images in the mid-1990s, and apparently also due to the fondness of Asian
football fans for the spirit of the contest itself [Dove, 2013; Agence France-Press, 2013].
These overseas broadcasting fees are equally distributed to all Premier League clubs, re-
gardless of their sporting achievement.
The English Premier League has also had the highest percentage of foreign players in their
top-flight league since 1996, increasing from approximately 42% to steadily maintain above
60% since 2002, with nearly 70% of players in a squad being foreigners in 2019 [Maderer et
al., 2014, p. 216; Poli et al., 2016, p. 7; Varmus et al., 2020, p. 5].
In terms of sporting achievements, the clubs listed in Figure 2 won almost all major national,
continental and intercontinental contests of the last 20 years. Outside UEFA’s elite clubs,
only clubs from South America’s CONMEBOL9 could achieve intercontinental successes10.
Many of their players are, not unusually, signed by wealthier European competitors.
1.2.2 Elite Coaches in a Global Setting
The multifaceted aspects -and successes- reviewed in the previous sub-section imply out-
standing leadership practices and standards - on, along and off the field. Reciprocally, lead-
ing under these premises is purported to comprise diverse and wide-ranging activities. As for
the core business of coaches, sport psychology poses that they must be emotionally alert to
inspire and motivate their players, in the words of [Jowett; Meek, 2000, p. 169] “strike the
9 Portuguese: Confederaçåo Sul-Americana de Futebol/Spanish: Confederación Sudamericana de Fútbol

10Brazilian clubs Sport Club Corinthians Paulista (2000, 2012), São Paulo Futebol Clube (2005) and Sport Club
Internacional (2006) [FIFA.com, n. y.-a]
6
athlete's right chords at the right moment resulting in efficient and effective procedures during
training and competitions.”
Perry (2000) proposed a summary for the different roles and tasks for football coach-
es/managers11 in the UK as listed in Table 2. Although the table was created twenty years
before the creation of the present document, it is safe to say that the role and tasks have not
diminished since. Rather, they are suspected to have extended and gained complexity. A
valid inference from Table 2 is that coaching does not only involve emotional stimulation and
relationship management; intellectual and physiological triggers are equally vital to perfor-
mance. The obvious requirements for coaches lie in functional, tactical and physiological
knowledge of and for the game. In addition to these competencies, mastery of negotiation
tactics and confidence in boardrooms. In elite football, cultural awareness and savvy must
arguably be playing a vital role in daily operations following the globalisation of their squads
and staff, and not least of the rivalry.
Core Responsibilities First team selection
Method of play
Assembly, maintenance of a playing squad
Prime Tasks Club coaching policy
Player discipline, fitness, preparation and well-being
Player development
Appointment of assistant staff
Attendance at board meetings
Media dealings
Contributory Tasks Salary/contract of players
Club scouting policy
Club youth policy
Preparing match program notes
General public relations/sponsorship dealings
Table 2: Roles and Tasks of a Football Coach
Source: Adapted from [Perry, 2000, Table 1] as found in [Crust; Lawrence, 2006, p. 30]
The job of these individuals encompasses “aspects of leader, father figure, coach, and psy-
chologist roles.” [Howard Wilkinson in Carson, 2013, p. x]12. Adding to this, elite sport set-
tings are “dynamic and turbulent environments, both of which create a range of difficult sce-
narios for coaches.” [Frawley et al., 2019, p. 100] In the domain of sport psychology,
11The English designation varies from country to country. Football manager is the preferred terminology in the
United Kingdom (UK), possibly because the duties and responsibilities “extend beyond the role of coach” [Crust;
Lawrence, 2006, p. 28; 29], while coach or head Coach may be used in other English speaking countries (Aus-
tralia, USA) [Carson, 2013, p. xi; Crust; Lawrence, 2006, p. 29]. Although the present document is written in Brit-
ish English spelling (not Oxford spelling), and, above all, in order to mitigate the fierce and on-going leadership-
management debate and the influence(s) it may have on the present study, coach or head coach are the cho-
sen and interchangeable descriptions for the remainder of this document when referring to the leading individual
under scrutiny - except from quotes, e.g. [Crust; Lawrence, 2006; Carson, 2013; Ancelotti et al., 2017].
12Howard Wilkinson is a former English professional football player and coach, with 30 years of experience, in-
cluding coaching the England national football team (caretaker), and as of 2020 and the chairman of the UK
trade union of football coaches, the League Managers Association since May 2010. [leaguemanagers.com, n. y.]
7
elite/expert/high-performance athletes may be defined according to following criteria as

adapted from [Swann et al., 2015, p. 7–8]:
 “Highest standard of performance”: highest level, e.g. World Championships
 Achievements at that highest level, e.g. runner-up, gold medal
 Experience or longevity at that level, e.g. number of games played
 Competition level within the domain, e.g. bobsleigh contests probably fiercer in
Austria than Jamaica
 Competition level within the sport nationally and globally
Borrowing these criteria and transferring them to environments such as at the Big Five Euro-
pean leagues, professional football is posed as a global elite/high-performance discipline,
suitable and valid field of investigation for global leadership. By extension, applying the
above criteria to those individuals coaching/leading the athletes and working at the very core
of the industry, elite (head) coaches are proposed as global leaders.
1.3 Research Purpose, Question and Scope
The main objective of the proposed research is to investigate and elicit patterns of behaviour
by sport managers, primarily in professional association football, in other words:
How does global leadership manifest in professional sports?
To answer the research question, the present study will consist in eliciting team sports
coaches’ leadership that are acting in a global setting, or whose actions have a (potential)
global dimension as described in Section 1.2. In this industry, the sports coaches are likely to
be the key influential and leading figures in the business since they constantly enjoy public
attention, are confronted with their executive board, sometimes with their own players or
player agents, and oddly are the first to be questioned and eventually sacked when things
are not going well [Wenger 2008, @01m24s].
Consequently, data from and on the coaches themselves, from their staff members, players,
opponents, entourage as well as peers, stakeholders and external observers are taken into
consideration.
The present research will be conducted for exploratory purpose, since the research question
lends to a descriptive character of the answer. Hypotheses from gathered shall be proposed
as answers to the research question. The findings shall be synthesised and placed in the
current landscape for the body of knowledge on global leadership.
8
1.4 Structure of the Document
The remainder chapters of the document are outlined hereafter.
Chapter 2 consists of a purposive review of literature, comprised of:

 Definitions and clarifications leadership: Section 2.1,
 Chronological depiction of traditional leadership research: Section 2.2,
 Progresses in cross-cultural leadership research: Section 2.3,
 First exploratory research on global leadership and first findings: Section 2.4,
 Leadership investigations and approaches sport area: Section 2.5,
 Summary of methodologies applied in reviewed literature: Section 2.6,
 Summary of the literature review and relating to research question: Section 2.7.
Chapter 3 is an outline of the research design with detailed:

 Description of suitable methodology in Section 3.1, including:
 Definition of the methodological framework: Sub-section 3.1.1,
 Framework of the research activity: Sub-section 3.1.2,
 Sample definition: Sub-section 3.1.3;
 Description of the used methods in Section 3.2:
 Identification of required data type, description of data collection strat-
egy and technique, and data management practice: Sub-section 3.2.1,
 Data analysis technique: Sub-section 3.2.2.
 Reporting the results from the data collection process: Section 3.3.
Chapter 4 reports of findings following application of the data analysis: Section.
Chapter 5 comprises critical reflections on:

 The findings with respect to the literature in Section 5.1 to 5.3
 Valid limitations to the research activity and the results: Section 5.4.
Chapter 6 is a summary of the research activities, the provided hypotheses regarding the
research answers, before concluding with recommendations for future works.
9
2. Research on Leadership: Literature Review
This chapter provides a summary of reviewed publications on leadership. The aim of the re-
view is to retrace and understand research that has constructed the current body of
knowledge on leadership. The review took a historical perspective on the general evolution of
research to the emergence and current status of global leadership.
Since academic research on leadership has considerably expanded in width, depth and in
contents with subtle differences in the theorisations, concepts, the methodologies or the defi-
nitions and descriptions as well as taxonomies, cf. [Bass, 1990, p. 37–55; Yukl, 2013, p. 13–
19; Dinh et al., 2014, p. 5], the following review has no pretention to be exhaustive. It rather
aspires to compile the research trends and milestones in terms of concepts as well break-
throughs that eventually led to the conceptualisation of global leadership. The review will be
useful to understand scholarly investigation on leadership, from methodological approach,
variables, limitations, to findings and gaps identification. It will contribute to elaborate the
conceptual framework for the present study (Section 3.1.2).
This chapter starts with reviews of traditional/local/domestic leadership research -for the re-
mainder of this document: traditional leadership- (Section 2.2), followed by cross-cultural
leadership (Section 2.3) as differentiated from or opposed to global leadership with a dedi-
cated review in Section 2.4. To complete and anticipate the research question, review of lit-
erature on leadership from the field of sports also took place (Section 2.5). While each re-
viewed reference might not be included in the summary from section 2.2 to 2.5, they may be
listed in Section 2.6, dedicated to conceptual frameworks and methodologies.
A limitation in the review is linked to the available and accessible sources. In particular, re-
strictions to academic libraries access during most of the year 2020 hindered review of po-
tentially relevant literature available only in hard copy, and with no helpful data such as table
of contents, abstract on World Wide Web platforms. Therefore, the majority of the sources
were in electronic format. Another limitation is that, except for few exceptions, the reviewed
material originates from publications in English language or under strong Anglo-Saxon influ-
ence. Either they were readily available and accessible, or time constraints did not allow
more consultation of sources in other languages. This would change for data collection.
2.1 Leadership and Semantics
Leadership, in a nutshell and not necessarily in academic terms, is chiefly about influencing
others and the self to a certain mean and/or end13. This is a process that may occur implicitly
or intentionally. By assuming Thomas Hobbes’ initial posit of human as being inherently, or at
least coercively, social (cf. [Hobbes; Crooke, 2013; D’Agostino et al., 2017]), influence in
interactions appear to be unavoidable. The incommensurable fascination and attention, and
not least polarising attitudes towards leadership over the ages and across societies, “coter-
13 My definition, distilled from literature review. Note that it does not imply effectiveness, nor failure.
10
minous with the rise of civilization” [Bass, 1990, pp. 3-4; 20], are not surprising. Thus, seeing
leadership as universally human is a step towards defining it. Bass and Stogdill’s Handbook
of Leadership (1990) curiously refrain from providing a definition of leadership. Instead, it
offers meanings relating or attributed to leadership, concepts and numerous theories. When
turning to other academic publications, one is faced with definitions – examples for a generic
and a contextualised definition:
 “the only definition of a leader is someone who has followers”, Peter Drucker as quot-
ed in [Glazer et al., 2013, p. 10].
 “ability of an individual to influence, motivate, and enable others to contribute toward
the effectiveness and success of the organizations of which they are members.”
[House et al., 1996, p. 17–18], specified as organisational leadership.
Yukl (2013) observed: “Most definitions of leadership reflect the assumption that it involves a
process whereby intentional influence is exerted over other people to guide, structure, and
facilitate activities and relationships in a group or organization. The numerous definitions of
leadership appear to have little else in common.” [p. 2]
Then there is the debate on leader-manager association or dissociation. An understanding

that each is a standalone process is given, however overlap is undeniable, and there lies the
controversy, e.g. Yukl (2013) asserts “leadership is an important role requirement for man-
agers and a job reason why managerial jobs exist.” [Yukl, 2013, p. 6; 23] In the following,
leadership will be essentially viewed as dissociated from management.
2.2 Revisiting Traditional Leadership Research
Scholars have abundantly investigated leadership, and more often than not effective14 lead-
ership. A vast amount of investigations on leadership and the resulting leadership theories
account for this15. For this reason, and in order to remain consistent with a line of thought of
the main sources that guided the review, the categorisations of leadership studies by trait,
behaviour, power-influence, situational and integrative approaches as in [Yukl, 2013] and, for
global leadership, in [Mendenhall et al., 2018] will be used as main references.
Trait Approach
According official historical records, the first approach to understanding leadership was to
look at exceptional fictional or historical subjects, those born to lead. The individual in ques-
tions were seen as great men [Carlyle, 1840, Lecture I], hence the label great man theory.
Carlyle (1840) examined and presented his reflections on sample individuals from domains
as diverse as religions/spiritualties (Odin [Lecture I], Muhammad [Lecture II]) or poli-
tics/military (Napoleon, [Lecture VI]) since they were leaders and believed to be most revela-
14There are also numerous propositions to define effective leadership. An incisive and intelligible reads: „positive
impact that individuals can have on group dynamics relative to a team objective.“ [Loehr, 2005, p. 155]
15James Burns, a pioneer on leadership studies in the 20th Century, must have had some educated overview:
“Leadership is one of the most observed and least understood phenomena on earth” [Burns, 1978, p. 2].
11
tory. Further development in this direction led to the traits theories, examining personal char-
acteristics of leaders from most diverse populations, sometimes surprising (delinquent chil-
dren [Ackerson, 1942]). By 1970, synthesis of broad data gained from various studies with
various methods (e.g. observation, survey/questionnaire) and related to traits and leadership
had been performed [Bass, 1990, p. 79 ff.], with meta-categories of traits relating to physical
characteristics, social background, intelligence and ability personality, task-related character-
istics and social characteristics [Bass, 1990, p. 80, Table 5.1]. The characteristics from these
categories were believed to define or correlate with effective leadership.
Unfortunately, the approach to leadership studies appeared to be one-sided and narrow in

perspective, and limited for prescriptive purposes. While traits may facilitate leading, they are
not necessarily synonymous of effectiveness [Yukl, 2013, p. 137; 153]. Traits alone failed to
satisfactorily explain the observed real dynamics because it can only uncover linear relation-
ships. Also, measurement of traits may pose challenges to methodology since the number of
studies and corresponding findings on traits more or less match each other [Bolden et al.,
2003, p. 6]. Bass (1990) simply called the trait approach a “dead-end” [p. 511].
Nevertheless, personal traits of leaders have consistently remained in the focus of investiga-
tions for decades and, implicitly or explicitly, a feature of other conceptual frameworks. Later
concepts such as the Five-Factor Model [Tupes; Christal, 1992- originally 1961] or Emotional
Intelligence [Goleman, 2017]16 may be classified as trait approaches.
Behaviour Approach
To make up for the limitation of the conceptualisation exclusively assessing personal traits,
the examination was geared towards leaders’ behaviour. The intent was to elicit, analyse and
infer from what individuals in a leading role factually do in and for the exercise of their func-
tion and role. Inventory of behaviours perceived as effective took place by using different
methods, such as observations, but above all questionnaires [Yukl, 2013, p. 12]. The Lead-
ership Behaviour Descriptive Questionnaire (LBDQ) was developed to this end and provides
quantitative in-field data regarding a leader’s observed behaviour, as perceived and rated by
the respondent. The original version of the questionnaire addresses the interpersonal behav-
iours, expressed with the Consideration dimension, and the task-related behaviour, with the
initiation of tructure dimension. Update of the LBDQ followed17, as did many other leader
behaviours measurement tools (see few examples in [Yukl et al., 2002, p. 17]).
Behaviours oriented towards task (goal accomplishment) and relationship (interaction and
trust) stood out from this approach [Yukl, 2013, p. 50–51], later completed with change-
oriented behaviour (facilitating innovation) [Ibid., p. 51-52]. As Yukl (2013) notes, it is difficult
to establish a list of behaviours due to multiple and incongruent designations, categorisations
and taxonomies encountered throughout the literature [p. 49]. Nonetheless, he and his col-
leagues proposed a hierarchical taxonomy of leadership behaviours. The behaviours from
various studies and measurements between 1962 and 2002 were integrated in three meta-
16First published version in 2000 not found.

17For further details on the questionnaire and updates, see [Rodriguez, 2012].
12
categories englobing earlier dimensions such as consideration and initiation of structure.

These meta-categories are summarised in Table 3.
Task behaviour
Plan short-term activities
Clarify task objectives and role expectations
Monitor operations and performance
Relations behaviour
Provide support and encouragement
Provide recognition for achievements and contributions
Develop member skill and confidence
Consult with members when making decision
Empower members to take initiative in problem solving
Change behaviour
Monitor the external environment
Propose an innovative strategy or new vision
Encourage innovative thinking
Take risks to promote necessary changes
Table 3: Taxonomy of Leader Behaviours
Source: Adapted from [Yukl et al., 2002, p. 18; Table 1]
Further leadership behaviours of a task-oriented leader may include objective definition, task
assignment relative to the objective, supervising or encourage reporting. In the example of
relationship-orientation, leadership behaviour could be initiating structures or platforms of
exchange, encouraging group tasks and require contribution from the followers.
By these hypothetical examples, one may note that the behaviours are not mutually exclu-
sive. In terms of effectiveness, early findings from the 1960s suggested higher rating of task-
oriented leadership behaviour, as required by the situation [Bass, 1990, p. 478]. Again, these
new findings had contributed to enrich the studies and failed to explain the entire dynamics at
hand [Yukl, 2013, p. 54], the causality of the leader’s behaviour in the follower seems nearly
impossible to ascertain [p. 55].
Situational Approach
The next evolution in conceptual studying leadership understood leaders as “situational

moderators” [Bass, 1990, p. 563 ff.]. Fielder (1967) proposed the context or situational pa-
rameters (e.g. external environment, organisation structure) as additional independent varia-
bles to the research framework. This is also known as the contingency model of leadership
[Bolden et al., 2003, p. 8]. The proposal holds that effectiveness of leadership and, for exam-
ple traits or behaviours of those exercise it, are depending on the situation at hand. Looking
at the case of a task-oriented leader that is likely to be effective in managing crisis, more
calm waters would certainly require her/him to adapt: for example to mind more for group
maintenance, thereby switching to a more relationship-oriented behaviour. Other situational
parameters are the type of the industry or of the organisation or the position held in the hier-
archical structure, all having an influence on the leadership behaviour [House et al., 2004;
Yukl, 2013, p. 362]. This was preparing the emergence of contingency leadership theories,
prominently represented by a model in which leadership style and follower’s maturity are
13
correlated, the situational leadership by [Hersey; Blanchard, 1969] depicted in Figure 3. It

features 4 different leadership styles that leaders may adopt relative to the encountered situ-
ation. For example, highly supporting behaviour and low directive behaviour is the model’s
recommendation with moderately matured followers; and high directive and low supportive
behaviours with least developed followers for task accomplishment.
Figure 3: Depiction of Hersey-Blanchard’s Model of Situational Leadership

Source: [Blanchard et al., 1993, p. 26, Figure 1]
This third approach took researchers past the stage of description, generation of theories
and prediction/prescription proposals. It should be noted that, as investigations were advanc-
ing, theorisations with this conceptualisation were/are diverging and taxonomies tend to vary
depending on the source. Situational theories and contingency theories are related to some
extent, however a subtle distinction exist: Situational leadership theories such as in Hersey
and Blanchard’s (1969) hold that a leading person should adapt to the situation [Bass, 1990,
p. 38]; contingency theories argue that the leader should be chosen to match the situation
[ibid., p.47].
14
Common to this type of theorisations is their failure to sufficiently predict and prescript empir-
ical cases because “conceptual weaknesses”, rooted in shortcomings relative to causal ef-
fects and relational issues between (intricate) variables [Yukl, 2013, p. 173–174].
Power-Influence Approach
Another shortcoming of contingency theories is the negligence of the follower’s characteris-

tics and influence in the process. Followers seem to affect their interaction with leaders
based on their preconceptions of an ideal leader and perception of the leader’s actions
[Bass, 1990, p. 375]. These preconceptions and perceptions are implicit meanings or senses
mentioned with or ascribed to leaders, often described with power-influence - the birth of
Implicit Leadership Theory (ILT) (cf. [Eden; Levitian, 1975]). In the power-influence concept,
power and authority are examined from various aspects: where they come from, or how they
were acquired or given or lost, under which boundary conditions and to which extent they are
exercised, in which cases they overlap, their legitimacy, how they are perceived, etc. [Bass,
1990, p. 124 ff.; Yukl, 2013, p. 185 ff.].
Research dating back to the late 1970s and early 1980s focused on the role of power and
influence as instrumented by leaders and as multi-directional actions and effects -including
affecting leaders themselves or people outside the dyadic setting (e.g. influence on peer-
leaders or on bigger group). Therefore, and since power from the person in charge only rep-
resents one aspect of a relationship, power is “not synonymous with leadership” [Bass, 1990,
p. 251]. Authoritarian leadership style relying purely on structural premises, or participative
leadership featuring the ideas of power distribution or empowerment, belong to this category.
An example of power exertion with positive outcome are executives using their power and
authority to their and the organisation’s benefit [McClelland; Burnham, 2003, p. 126]18.
The power-influence approach with multidirectional variables dramatically increased the level
of complexity in comparison to the previously widespread approaches, more so because
power and influence are dynamic parameters that may change over time or depending on
the situation [Yukl, 2013, p. 216].
Integrative Approach
A further complexity is found in the integrative research approach, which combines and inte-
grates variables from the trait, behaviour, situational and/or power-influence approaches to
build a firm unit. Such a systemic construct does not the study the leader’s actions alone, nor
with reactions from the followers as influenced by the situation or the limited skills of the
leader – but potentially all together. Such an approach promises hardly quantifiable com-
plexity, but also most meaningful insights. Examples of other leadership styles that were
conceptualised with the integrative approach are complexity leadership (for fast mutating
contexts), shared leadership (power distribution among a group of leaders) or distributive
leadership (everyone assuming leadership relative to her/his domain), cf. [Jones et al., 2014;
Tal; Gordon, 2016].
18 First release 1976 not be found.
15
Taking the example of football, that is an intrinsically team/group-based setting, there are
considerations from the literature that points to leadership not only occurring in a one-on-one
or dyadic relationship but on integrated levels. Leadership may also expand to a greater
scale, such as a group or team, or on multiple levels. Yukl (2013) calls this “multilevel ex-
planatory processes” [p. 409 ff.] for which dyadic constructs are analogously valid to bigger
groups. For instance, single person identifying with a leader translates first to collective iden-
tification with a group or team, and then as applicable to collective identification with the next
encompassing levels. This construct may entail conflicts between individual values and tar-
gets and those of the organisation, or simply among individuals. The effective solution, that is
for example the leadership behaviours, are likely to differ from the dyadic to the group, e.g.
carefully measured group empowerment or decentralisation of authority. This integrative ap-
proach (Figure 4) primarily converges towards the leader behaviours that directly or indirectly
influence the situation and the mediating variables (e.g. group or followers’ skills, commit-
ment, trust). These two variables also influence directly and indirectly the leader behaviours.
Figure 4: Integrating Conceptual Framework of Multiple-linkage Model

Source: Adapted from [Yukl, 2013, p. 416, Figure 16-1]
The situational variables have a direct influence on these six mediating variables. Mediating
variables primarily defined at group level focus on six interactive aspects [Yukl, 2013, p. 168]:
 Task commitment from the members showing in ambition for high-performance and
personal dedication.
 Ability and role clarity for all members with regard to their tasks definition and their
possessing the skills required for their completion.
 Organisation of work within the group by implementation of strategies to maximise re-
16
sources effectiveness.
 Cooperation and mutual trust shared by exchange and mutual support and group
identification, for example shared mental models.
 Resources and support comprising necessary equipment and infrastructure and ac-
cess to information, and assistance, as required.
 Coordination with external or internal groups, e.g. for tasks synchronisation.
Shared leadership with broad distribution of power amongst individuals in the group could
find suitable platform in this environment. Shared leadership holds that interacting and col-
laborating individuals are leading each other reciprocally. Leading may also extend to multi-
ple levels: horizontally, upwards, and downwards, and in a dynamic process [Pearce;
Conger, 2003, p. 1]. Responsibility of each member is solicited in such a situation, which
Yukl (2013) asserts to be beneficial for decisions quality and members satisfaction [p. 268].
However, he also notes that the effective behaviours for leading teams highly depend on the
type of team and the success criteria [p. 272].
In the power-influence approach description, the example of the leaders’s use of power in to
contribute to growth is an indicator that the “power-influence” approach had set a trend that
eventually became theorised as transformational leadership [Burns, 1978], or charismatic or
visionary [Mendenhall et al., 2018, p. 8] or inspirational [Yukl, 2013, p. 53]. However, Yukl
(2013) classifies these theories and styles of leadership as part of the integrative approach
because different variables need to be combined or accumulated for their study [p. 20].
The formulation of the concept of charismatic leadership, with its later variations including
visionary or heroic leadership, is primarily attributed to Max Weber [Yukl, 2013, p. 309].
“Charismatic authorities”, as Weber initially designates them, are defined as extraordinary
“superhuman” beings gifted with “power and qualities”, citing prophets, healers and war he-
roes to illustrate his point [Weber, 1947, p. 358–359]. Followers ascribe charisma to a leader
according to her/his abilities, traits and behaviours, and inspire/influence them to embrace
and realise a vision or goal in a particular (troubled) situation [Bass, 1990, p. 184]. By refer-
ring to concrete historical examples and international studies, Yukl (2013) argues that char-
ismatic leadership can be encountered in any setting, including culture or type of industry
[pp. 315; 317]. He further insists that charismatic leadership may be effectively instrumented
for both positive and negative ends [pp. 317-320].
Transformational/transactional leadership conceptual framework holds that leaders may en-

gage with followers either with the intent to achieve a (limited or limiting) quantitative ex-
change (= transaction), or shaping a relationship and connection that enables elevation19.
The resulting process “converts followers into leaders and may convert leaders into moral
agents” ([Bass, 1990, p. 23]) and simultaneously transforming the organisation [Yukl, 2013,
p. 329]. For Tal and Gordon (2016), transformational leadership is an upgrade of charismatic
leadership “with strong moral values” [p. 260]. Crucial research findings and development of
19 For instance with respect to the levels of needs, cf. [Maslow, 1943].
17
the transformational leadership concept brought about the four dimensions for charismatic
eadership, inspirational leadership, intellectual stimulation and individualized consideration
[Bass, 1990, p. 54]. Transformational leadership’s components are charisma/idealised influ-
ence, inspirational motivation, intellectual stimulation and individualised consideration
of/towards followers [Bass, 1997, p. 133]. Dedicated measurement tools were developed,
including the Multifactor Leadership Questionnaire (MLQ) covering behaviours of the leader
and the corresponding perception on the follower’s side. Measures of correlation with corre-
sponding effectiveness is also featured in the MLQ [Bass, 1990, p. 202–204].
In practice, transformational leadership could be observed in behaviours such as teaching,

delegating, empowering, and providing feedback, with a non-coercive power exertion and
fitting into if not enriching the follower’s value system and being empathetic, in situations that
call for growth or change implementation or conflicts and barriers handling. Transformational
leadership has been observed, applied and tested in various settings such as in the field of
education, in the military, at banks, or at maintenance shops [Silins, 1994; Charbonneau et
al., 2001, p. 1522]. Independent bibliometric counts classified studies on transformational
leadership as the most frequent in academia [Tal; Gordon, 2016; Álvarez et al., 2016]. While
transformational leadership is supposedly more effective than transactional leadership [Bass,
1990, p. 54], they may well be combined to boost (“augment”) effectiveness [Bass, 1990, p.
220; Yukl, 2013, p. 322–323]. Judge and Piccolo (2004) go a step further and argue: “trans-
formational and transactional leadership are so highly related that it makes it difficult to sepa-
rate their unique effects” [p. 765]. Similar to charismatic leadership, transformational leader-
ship could be encountered in any culture, with the difference that it is “universally relevant for
all types of situations” [Yukl, 2013, pp. 329-330]. Unlike charismatic leadership, the influence
process in the transformational leadership concept is devoid of a negative “dark side of cha-
risma” [Hogan et al., 1990]. Bass (1990) concurs, asserting transformational leadership is the
closest to an ideal leader describing a role model [p. 54]. Although he later relativised the
universality of transformational/transactional leadership to be with respect to cultures [Bass,
1997], evidence from later studies confirms its worldwide distribution. However, the re-
searchers argue that attitude or acceptance towards it vary with cultural norms and values
(cf. [Leong; Fischer, 2011; Bealer; Bhanugopan, 2014]).
2.3 Culture as a Variable and Cross-cultural Leadership
Eden and Leviathan (1975) had set forth with their Implicit Leadership Theory that the follow-
ers’ preconceptions and perceptions moderate leadership acceptance and effectiveness.
Triandis (1963)20 had already shown with a questionnaire that the expectations Greek and
American students hold for higher jobs selection could overlap, yet also show towards differ-
ing criteria: for example, Greek human resource directors being noticeably less sensitive to
competence and sex in their decision-making than their American counterparts [p. 94-95]. He
20Theresults are insightful by scientific rigour and standards. The contents of the questionnaire as well as the
measures and discussion of this survey are questionable in ethical and human terms because of the many “bi-
ases” of the time.
18
had hypothesised and eventually concluded that the differences were rooted in nationalities,
ethnical features, ages, religion, etc. of the respondents and the sources’ (fictional profiles of
job applicants). This entails varying preconceptions and meanings ascribed to lead-
ers/leadership relative to prevailing cultural reference, as described in the next sub-sections.
2.3.1 Culture: Semantics and Conceptualisations
The follower’s preconceptions are rooted in her/his value systems, legacy, beliefs, intellectual
or social backgrounds, personal biography, etc. On aggregate, for a larger and distinct group,
these properties may sum up to a culture. Note that this is no attempt to assign a definition to
culture. The literature is already very rich of definitions as a few examples attest:
 “shared motives, values, beliefs, identities, and the interpretation or meaning of signif-
icant events that result from common experiences of members of collectives that are
transmitted across generations.” [House et al., 2004, p. 15]
 “more than just a set of values, consisting rather of both values and actual ways in
which members of a culture go about dealing with their collective challenges.”
[Javidan et al., 2006, p. 899]
 “The collective programming of the mind which distinguishes the members of one
human group from another21” [Hofstede et al., 2010, p. 6]
 “The Culture of a group can be defined as the accumulated shared learning of that
group as it solves its problems of external adaptation and internal integration; which
has worked well enough to be considered valid and, therefore, to be taught to new
members as the correct way to perceive, think, feel, and behave in relation to those
problems. This accumulated learning is a pattern of system of beliefs, values, and
behavioral norms that come to be taken for granted as basic assumptions and even-
tually drop out of awareness.” [Schein; Schein, 2016, p. 6]
 “Noun: 1. (WAY OF LIFE) the way of life, especially the general customs and beliefs,
of a particular group of people at a particular time. 2. (ART) music, art, theatre, litera-
ture, etc. 3. (GROWING) cells, tissues, organs, or organisms grown for scientific pur-
poses, or the activity of breeding and keeping particular living things in order to get
the substances they produce.” [Cambridge Dictionary, 2020]
The last bullet shows that the term has meaning(s) outside social sciences. As for the con-
tents of the first four, the idea of “group/collective” and “member” is a striking commonality.
Otherwise, lack of consensual definition is a hallmark of culture22. Similar to leadership (Sec-
tion 2.1), it would not escape the scientists’ ritual of conceptualising. For example, Hofstede
et al. (2010) propose a visual representation of culture in an onion model - Figure 5. The
21“A group means a number of people in contact with each other. A category consists of people who, without
necessarily having any contact, have something in common (e.g., all women managers, or all people born be-
fore 1940).” [Hofstede et al., 2010, p. 494] - Footnote to the quoted definition.
22Some researchers reasonably avoid using the term as far as they can: „We eschew the use of the noun "cul-
ture" and substitute for it more precise terms that refer specifically to the cultural or subcultural units to which we
refer.” [House et al., 1996, p. 11]
19
model was conceived in the corporate environment, yet it may be transferred to other groups
like a nation. It depicts the different internal and external manifestations of culture. The layers
are defined and chosen not only as a metaphor for their perception and meaning, but they
also in terms of how deeply or strongly they are rooted.
Figure 5: Hofstede’s Onion Cultural Model

Source: [Hofstede et al., 2010, p. 8; Figure 1.2]
Accordingly, the symbols are those external and superficial aspects, rather susceptible to
change (e.g. haircut or clothing colour in Goth subculture). The heroes stand for the ideals
figures or role models for a broad mass (e.g. Roger Federer in Switzerland, Garibaldi for
many Italians, James Bond for some Britons). The rituals are activities in which the members
engage as a group because they ascribe a meaning to them, and because they create a
sense of belonging (e.g. haka for Māoris, the Netherlands national teams playing football in a
4-3-3 tactical system by default, tea ceremony in China, Japan and UK). These three layers
manifest in various practices, i.e. they permeate to outsiders without their necessarily grasp
or conceive the foundation. In Hofstede’s onion model, the foundations or underlying mean-
ings for practices lie at the very core in values, intangible principles that bear an ethical char-
acter and impact cognitive and emotional processes translated into actions (e.g. hierarchical
structures and respect thereof are values of Confucians, or belief in (one) deity for Muslims).
For the concept to be complete, meaningful measures are required, commonly called cultural
dimensions. Bass (1990) recounts four such dimensions prior to the 1970s: traditionalism vs.
modernity, particularism vs. universalism, idealism vs. pragmatism, and collectivism vs. indi-
vidualism [pp. 772 ff.] Elaborating from this idea and own findings, Hofstede et al. (2010)
currently define the six cultural dimensions in Table 4. These cultural dimensions reflect a
value-based conceptualisation, therefore matching the cultural modelling. The assumption is
that these cultural dimensions should manifest across all cultures, regions, territories or na-
tions even though to altering extents. Following investigations, measured quantitative scores
20
for distinct cultures can be leveraged to different ends, for instance informed comparison,
strategic decision-making or staff training.
Cultural Dimension Short Description
Power Distance Index High score: Tolerance/acceptance for power distribution inequality
Low score: Questioning unequal power distribution
Individualism versus Collectivism High score: Priority for individual freedom, time, privacy, etc.
Low score: Integration into a group, maintaining ties, e.g. family values
Masculinity-Femininity High score: Assertiveness, competition-oriented, setting goals
Low score: Modesty, consensus-oriented, care
Long-term Orientation versus High score: Investing into the future, open to modernity
Short-term Orientation Low score: Maintenance of traditions
Indulgence versus Restraint23 High score: Gratification/pleasure allowance
Low score: Regulation of behaviours following norms, no gratification
Uncertainty Avoidance Index High score: Aversion for risks, prevailing and observation of rules, etc.
Low score: comfort with anxieties, pragmatic
Table 4: Hofstede’s Cultural Dimensions (2010)
Source: [Hofstede et al., 2010]
Note that other conceptualisations of culture and cultural models are found in the (manage-
ment) literature. For example: [Parsons; Shils, 1951], early proponents of value-orientation in
their conceptualisation of culture had synthesised expressions of culture into dichotomies
and influenced later concepts; the Chinese Value Survey (CVS) set out to define culturally
meaningful values in an emic exercise [Chinese Culture Connection, 1987]; [Schwartz, 1992]
on cultural values; [Hampden-Turner; Trompenaars, 1997] with their own cultural onion and
set of cultural dimensions. However, and despite its flaws and the criticisms pertaining repre-
sentativeness, reliability and validity, and even the foundation on values at the core of cul-
tures24 [Javidan et al., 2006; Taras, 2017], Hofstede’s model and cultural dimensions were
presented here because they remain most influential and prominent [Mc Sweeney, 2015, p.
1; Dickson et al., 2003, p. 736–747; Taras, 2017], catalysing advances in comparative man-
agement and cross-cultural leadership studies25 [Yukl, 2013, p. 361]. For example, House et
al. (1996) had recognised the contribution and work as “seminal” [p. 32]. The nine dimen-
sions of societal culture later identified in the research programme Global Leadership and
Organizations Behavior Effectiveness (GLOBE) addressed cultural values and cultural prac-
tices separately, but were related to Hofstede’s cultural dimensions in their preconception
[House et al., 2004, p. 13] and as the labelling of the some dimensions in Table 5 suggest.
The examples supporting the explanation of the onion model highlight that culture as shared
values and their practical displays is not necessarily synonymous with national or territorial
boundaries - posing the issue for “unit of study” [Bass, 1990, p. 762 ff.]. According to Ronen
and Shenkar (1985), the aim of building cultural clusters is to facilitate identification, differen-
tiation, analysis and summary for acceptable chunks. Also, cultural clustering should be prac-
23Not featured in previous definitions of Hofstede’s cultural dimensions [Hofstede, 1980, 1984].
24Like Hofstede and later GLOBE, the aforementioned four sources share a conception of culture that revolves
mainly around or stands on the ground of values. Some scientists have criticised this common foundation -
sometimes in blistering fashion, advocate instead the inclusion of other parameters or take a look at culture from
more than one standpoint, cf. [Taras; Steel, 2009; Mc Sweeney, 2015].
25Research in the cross-cultural framework had started much earlier than the early 1980s, cf. [Moore, 1961]
21
tical for decision-making. Of course, nuances within clusters and their potential implications
are acknowledged [House et al., 1996, p. 13]. Various approaches to cultural clustering are
found in the literature (from ethnographical to historical, religious, linguistic, climatic or eco-
nomical grouping). Regional clustering integrating these approaches have since widely es-
tablished, albeit with variations, e.g. [Ronen; Shenkar, 1985; House et al., 2004, p. 178 ff.].
An example of such clustering is shown in Figure 6, the meta-configuration for societal cul-
tures from the GLOBE research programme. The layout and relative arrangement take ac-
count of the average distances and correlations between the clusters as measured by and
expressed in cultural dimensions.
Figure 6: Meta-configuration for GLOBE Societal Clusters

Source: [House et al., 2004, p. 201; Figure 10.11]
Which connection with leadership? An answer could be in a quote by Bass (1990) that reads:
“the values, beliefs, norms, and ideals that are embedded in a culture affect the leadership
behavior, goals and strategies of organizations” [p. 772]. In other words, culture, as it is con-
ceptualised by Hofstede et al. (2010), affects follower-leader relationships. For example, a
country scoring high on Power Distance index would be rather inclined to expect and em-
brace autocratic and authoritarian styles of leadership. An expatriate woman from a culture
scoring low on the same scale and assigned to a leading position in that country, that may
belong to a remote cultural and geographical cluster, will be well advised to reflect on her
usually appropriate effective democratic style, and also on the measure and consequences
of the power and influence she will be granted and entrusted with. This scenario exemplifies
changing from a culture to another. But values as an anchor, however well they are momen-
tarily fixed, are not perpetual. Thus, a culture and the individuals identifying with it are not
proofed against change [Kumar; Chhokar, 2012, p. 230]. Building on these ideas, there
should be at least as many “leaderships” as “cultures”, and as many cultural changes.
22
Latest by the beginning of the 1990s, broad awareness and interest in research for leader-
ship linked with culture had established among Western scholars. One catalyst setting this
trend was of socio-economical and political nature: Internationalising companies were ex-
panding further beyond usual geographical boundaries26; evermore individuals from different
cultures were building a new version of leader-follower pairing. The other catalysts were
seminal works such as Hofstede’s (1980).
2.3.2 Cross-cultural Leadership Research
In this sub-section, the tenets of cross-cultural leadership research are reviewed. Except for
main insights from the completed phases of the GLOBE research programme, no findings
from any specific study will be discussed. This is because the literature abounds with studies
that, as of 2020 and on aggregate, have engaged in testing hypotheses for dealing with the
correlations of leadership styles, models or theories and culture dimensions. For example,
uncountable studies compare at least two countries/culture clusters for organisational lead-
ership traits and behaviours that are accepted and effective, and then move on to the next
comparison. Any hypothesis confirmed in a study would be refuted or expanded to other
boundaries. It shall suffice to mention that empirical evidence has confirmed that accepted
and effective leadership traits and behaviours are mediated by specific cultural attributes or
values [Yukl, 2013, p. 365 ff.; Brodbeck; Eisenbeiss, 2014, p. 668]. Any attempt to distill a
particular concept, model, finding into pattern in this document would be futile.
In their review of the works on cross-cultural leadership into the millennium transition, Dick-
son et al. (2003) reported leadership behaviours and practices as the primary objects under
scrutiny. Almost twenty years later, this overall direction of the research was confirmed [Yukl,
2019, p. 371]. As for the type of cross-cultural leadership studies, they all follow at least one
of the three hypothesis propositions27 identified by [House et al., 2004, p. 64–65]:
 Cultural congruence: Leadership practice, acceptance and effectiveness dictated by
prevailing cultural forces.
 Cultural difference: Additional and different inputs from external culture potentially
enhance leadership effectiveness.
 (Near) universality: Accepted and effective leadership behaviours across different, if
not all, societal cultural clusters.
The GLOBE research programme has been pursuing these three propositions by investigat-
ing corporate organisations28. Amongst all cross-cultural management and leadership stud-
ies, it stands out for its monumental undertakings: It has assembled researchers and sample
26China had gradually opened its borders and established Special Economic Zones to foreign companies. And
foreign companies were on their way to Eastern European countries of the former Soviet block.
27 These are the hypotheses direclty linked to studying leadership within GLOBE. Three other subjects of interest
put organisations and societal cultures in their focus [Chhokar et al., 2007, p. xxxi].
28Food processing, financial services and telecommunications services in first two phases [House et al., 2004, p.
96–97; Chhokar et al., 2007, p. 121]
23
populations from all clusters of Figure 629, in a coordinated and long-term effort - since 1995.
One of GLOBE’s proudest achievements is to have developed and validated their research
questionnaires cross-culturally with multicultural researcher teams; bypassing the criticism
related to emic/etic biases Hofstede’s (1980) work and later updates are still suffering from30.
With such questionnaires, comparative analysis should be sound from a methodological
standpoint31. In the first two phases of the research programme (2004 and 2007), GLOBE
had sequentially developed and empirically validated nine cultural attributes (called cultural
dimensions when quantified) defined by correlations between idealised/expected and prac-
tised values within each cluster, first within corporate organisations, and second within socie-
tal boundaries. The GLOBE cultural attributes/dimensions are summarised in Table 5.
Cultural Attributes Short Description
Assertiveness “The degree to which individuals are (and should be) assertive, confrontational, and
aggressive in their relationship with others.”
Future Orientation “The extent to which individuals engage (and should engage) in future-oriented be-
haviors such as planning, investing in the future, and delaying gratification.”
Gender Egalitarianism “The degree to which a collective minimizes (and should minimize) gender inequality.”
Humane Orientation “The degree to which a collective encourages and rewards (and should encourage and
reward) individuals for being fair, altruistic, generous, caring, and kind to others.”
Institutional Collectiv- “The degree to which organizational and societal institutional practices encourage
ism and reward (and should encourage and reward) collective distribution of resources
and collective action.”
In-Group Collectivism “The degree to which individuals express (and should express) pride, loyalty, and co-
hesiveness in their organizations or families.”
Performance Orienta- “The degree to which a collective encourages and rewards (and should encourage and
tion reward) group members for performance improvement and excellence.”
Power Distance “The degree to which members of a collective expect (and should expect) power to be
distributed equally.”
Uncertainty Avoidance “The extent to which a society, organization, or group relies (and should rely) on so-
cial norms, rules, and procedures to alleviate unpredictability of future events. The
greater the desire to avoid uncertainty, the more people seek orderliness, consistency,
structure, formal procedures, and laws to cover situations in their daily lives.”
Table 5: Societal Culture Attributes by GLOBE
Source: Adapted from [House et al., 2014, Chap. 1, Sec. ‘GLOBE Perspectives on Culture’]32
It is also during these first two phases of GLOBE that the Culturally Endorsed Implicit Lead-
ership Theories (CLTs) were developed and validated. CLTs are the leadership attributes
and behaviours scales to negatively or positively measure effectiveness. Similar to the cul-
tural attributes, they were elaborated by considering both the practised and the expected
attributes/behaviours among the respondents. CLTs comprise universally endorsed and re-
futed attributes that are called primary leadership dimensions, and dimensions of global
leadership encountered across all clusters. These global leadership dimensions are listed
and listed in Table 6 and ranked according highest scores of preference across samples.
29 “(…) more than 160 countries in collaboration with more than 500 researchers.” [www.globeproject.com, 2020].
30This had prompted the commissioning of the CVS for China, developed by Chinese students. It also consisted in
a comparison with and validation of Hofstede’s then cultural dimensions [Chinese Culture Connection, 1987].
31Yukl (2013) noted that, still, cultural influences of respondents’s are out of control [p. 362].
32Medium is an ebook, page numbers vary depending on settings. Table, figure, chapter/section numbers do not.
24
Primary Leadership Dimensions

Global Leadership Dimensions
Leadership Attributes
Charismatic 1: Visionary
Foresight, Prepared, Anticipatory, Plans ahead
Charismatic 2: Inspirational
Enthusiastic, Positive, Morale booster, Morale arouser
Charismatic 3: Self-sacrificial
I. Charismatic/Value-based Risk taker, Self-sacrificial, Convincing
leadership Integrity
Honest, Sincere, Just, Trustworthy
Decisive
Wilful, Decisive, Logical, Intuitive
Performance-oriented
Improvement-oriented, Excellence-oriented, Performance-oriented
Team 1: Collaborative team orientation
Group-oriented, Collaborative, Loyal, Consultative
Team 2: Team integrator
Communicative, Team builder, Informed, Integrator
Diplomatic
II. Team-oriented leadership
Diplomatic, Worldly, Win-win problem solver, Effective bargainer
Malevolent (reverse scored)
Hostile, Dishonest, Vindictive, Irritable
Administratively competent
Orderly, Administratively skilled, Organized, Good administrator
Nonparticipative (reverse scored)
Autocratic, Dictatorial, Bossy, Elitist
III. Participative leadership
Autocratic (reverse scored)
Individually oriented, Nondelegator, Micromanager, Nonegalitarian
Modesty
IV. Humane-oriented leadership Modest, Self-effacing, Patient
Humane oriented
Autonomous
V. Autonomous leadership
Individualistic, Independent, Autonomous, Unique
Self-centered
Self-centered, Nonparticipative, Loner, Asocial
Status conscious
Status conscious, Class conscious
VI. Self-protective leadership Internally competitive (formerly labeled conflict inducer)
Secretive, Normative, Intragroup competitor
Face-saver
Bureaucratic (formerly labeled procedural)
Habitual, Procedural, Ritualistic, Formal
Table 6: GLOBE Global and Primary Leadership Dimensions and Leadership Attributes
Source: Adapted from [House et al., 2014, Table 1.3]32
Charismatic/value-based leadership has consistently ranked first as “most desirable” in all

three phases of GLOBE, the second being “desirable”, and the third to fifth “acceptable”
[House et al., 2004, p. xvii]. The preference for the last four of GLOBE’s global leadership
dimensions varies across individual cultural clusters.
25
The cultural attributes and the CLT dimensions have remained the same since Phase 1 of
GLOBE. Next to the two labels’ change noted in Table 6, the integrative theoretical model of
Phase 1 in [House et al., 2004, p. 18, Figure 2.1] was modified for Phase 3 - see Figure 7.
Figure 7: Modified GLOBE Theoretical Model (2013)

Source: [House et al., 2014, Figure 1.1]
The change was made with respect to “Organizational form, culture, and practices” no longer
influencing “Culturally endorsed implicit leadership theory (CLT)”33, and leadership ac-
ceptance and effectiveness no longer modelled as interacting separate variables. The solid
lines represent the tested constructs from previous phases of the research programme
[House et al., 2004; Chhokar et al., 2007], and the blue boxes represent the constructs that
were under investigation and reported in [House et al., 2014]. The blue boxes are directly
related to leadership, and Phase 3 assessed them with the following purposes and findings
[House et al., 2014, Table 3.1]32:
 Purpose 1: Influences of national culture on executive leadership processes. Finding:
Leaders’ behaviours aligning with expectations in their country.
 Purpose 2: Relationship between expectations and leader behaviours. Findings: No
direct effect of cultural values on leaders’ behaviours. Cultural values affect expecta-
tions, so only indirectly affecting leaders’ behaviours.
 Purpose 3: Relationship between leader behaviours and effectiveness. Findings: Only
Charismatic/value-based, Team-oriented and Humane-oriented leadership behav-
33This is surprising considering Hypothesis 4 of the first two phases, for which the authors asserted they„clearly
found that organizational vaues were more frequently predictive of leadership CLTs than societal values“ [House
et al., 2004, p. 708]. No explanation could be found during the preparation of the present document.
26
iours positively predict the criteria of effectiveness.

 Purpose 4: Identify most effective behaviours. Finding: Different patterns of behav-
iours between high-performing (superior) and underperforming (inferior) leaders.
The findings roughly confirm that a good fit or match between the CLTs and the leadership
behaviour moderate the leadership effectiveness. However, the dashed arrow from “Societal
culture, norms, and practices” to “Leadership attributes and behaviours” was not validated,
only indirectly through the CLTs (Finding 2). It should be noted that the sample population
consisted of senior executives Chief Executive Officers (CEOs) and Top Management
(TMT), thereby excluding other levels of management as in the previous two phases.
2.3.3 Multicultural Teams
Cross-cultural research such as by GLOBE investigated each cultural cluster of societies

isolated in their respective boundaries. Other studies focus on a conceptually distinct aspect
of cultures and leadership: individuals from various cultural clusters collaborating and forming
multicultural teams.
Research on multicultural teams addresses the challenges they entail, and the efficiencies
promise they hold. The main promise lies in the multiplicity in perspectives, creativity, flexibil-
ity and attitudes multiple cultures offer, if properly synergised [Buckley et al., 2018, p. 574 ff.].
The myriad of investigations on the impact of multiple cultures in teams have mixed findings
and are inconclusive, from positive to negative (e.g. [Gibson, 1999; Millhous, 1999]). Maderer
et al. (2014) identified methodological shortcomings as a rationale for the mixed findings (e.g.
variations in selected samples selection and sizes, or, on average, short existence of team
by the time of study).
As the constructs of culture based on values described in the previous sub-sections of this
chapter show, multicultural teams more often than not will be where diverging or even con-
tradicting values, expectations and norms, working habits and behaviours, cognitive repre-
sentations (e.g. time and space), and not least languages meet [Schein; Schein, 2016, p.
86]. In Millhous’ (1999) study, the strongest influences causing negative results were dis-
cussed as coming from outside the team. Finding a common ground for coexistence: internal
integration” [Schneider et al., 2014, p. 207], is the first priority for multicultural teams. Bird
and Mendenhall (2016) note that attention to cultures was necessary because shared values,
not stiff managerial practices, were the answer to increasingly complex structures of interna-
tional organisations between 1980 into the 2000s [p. 117]. The job requirements for a leader
extend at least to communicative and diplomatic competencies.
From an organisational and managerial standpoint, Yukl (2013) proposes guidelines promot-
ing diversities –including cultural diversity, with particular attention to “encourage tolerance
and appreciation” as well as “discourage intolerance and discrimination” among the employ-
ees within the organisation [p. 377]. In practice, and to address these challenges in leader-
ship development, focuses in corporate management have been traditionally laid on leader
characteristics preparing them to multicultural teams, helping with their acquisition or en-
27
hancement, and their leveraging. Training programmes covering cultural awareness or lan-
guage classes belong to this approach. They are provided to domestic staff, and also to ex-
patriates, the individuals most susceptible to operate in multicultural environments
[Schneider et al., 2014, p. 168; 186]. Expatriation was one early and still usual practice con-
sisting in assignment of home-country staff abroad. The majority of the selected individuals
had either proven domain specific competences, or voiced readiness for such assignments.
Later, the selection of expatriates included further and more elaborated assessments for flex-
ibility and adaptability, emotional characteristics, communication and decision-making skills
[Buckley et al., 2018, p. 546]. However numerous “expatriate failures” that had brought little
effectiveness at high cost were registered. For example the employees were not adapting
and terminated the assignment prematurely [Ibid.]. Therefore, the authors rather advocate
“effective recruitment, training and acculturation of executives” [p. 580].
In terms of acculturation, other scholars push for more travelling, because every other sec-
ondary source including training is the account from others’ and not as effective as own ex-
periences [Schein; Schein, 2016, p. 82]. The power of experience is best confirmed by a per-
sonal transformational process observed among expatriates. Since the expatriation process
represents a challenge, its mastery involves developing or acquiring skills and abilities such
as increased cognitive complexity. Also, cross-cultural skills such as cultural sensitivity were
part of the set required or enforced by the expatriate experience [Mendenhall et al., 2018, p.
33–34]. Cultural intelligence is another skill that may be defined in behavioural and cognitive
dimensions, i.e. the ability to mentally and cognitively grasp characteristics of culture and
their nuances and implication for operational purpose, but also useful to reflect on a single
culture [Andresen; Bergdolt, 2017, pp. 188; 191]. Schneider et al. (2014) complete this defini-
tion of cultural intelligence with a “motivational drive to adapt to a different cultural environ-
ment” [p. 189]. It is a necessary pre-condition for cross-cultural learning because it also al-
lows to reflect first on “one’s own assumptions” [Schein; Schein, 2016, p. 109].
Cultural intelligence differs from Intercultural Communication Competence (ICC), which in

turn may be understood as an appropriate and effective leveraging of cultural intelligence in
the field in a multicultural/intercultural environment, as opposed to unicultural environment in
which interpersonal skills could suffice [Schneider et al., 2014, p. 189]. It is a rather challeng-
ing exercise to dress a complete list of ICCs. They are usually measured with understanding
of various communication styles (e.g. low-context/high-context cultures –cf. [Hall, 1976], ver-
bal/non-verbal), interaction rituals (e.g. greetings, coffee break), value orientations (e.g. see
Table 5), conflict styles (e.g. avoiding, controlling) and cognitive styles (e.g. analytical, objec-
tive/subjective) [Mendenhall et al., 2018, p. 32]. However, linguistic skills or experiences in a
foreign culture do not necessarily imply ICC [Buckley et al., 2018, p. 547; Mendenhall et al.,
2018, p. 30]. On a global level, it means understanding the culture, situating it relative to oth-
er cultures, and relative to the context [p. 29].
Tightly linked and often confused with cultural intelligence is the construct of global mindset
and the necessity for leaders and managers to possess or acquire it [Buckley et al., 2018, p.
579]. Distinguishing it from cultural mindset, Andresen and Bergdolt (2017) see global mind-
set as the attributes and cognitive representations of an individual that cater for sound stra-
28
tegic assessments across any type of borders and nations – see more details in Sub-section
2.4.2. Global mindset has been a focus of research, latest since studies on MNCs have pro-
liferated, cf. [Black et al., 1999; Brake, 1997; McCall; Hollenbeck, 2002]. It has emerged from
the studies as a common feature of global managers, global explorers or global leaders.
2.4 Start and Advances in Global Leadership Research
Global leadership could be seen as one of many evolutions of traditional leadership. They
share similarities in contents and challenges, which are sometimes hard to discern from one
another. Most, if not all, of the reviewed scholarly literature on global leadership dates back
from or points to the early 1990s as a reference point, unsurprisingly since it coincides with
the official advent of business globalisation (cf. [Bird; Mendenhall, 2016]). More specifically,
and from a researchers’ perspective, Mendenhall et al. (2018) see global leadership in the
legacy of studies and findings from “Intercultural Communication Competence (communi-
cating appropriately and effectively with diverse cultures), Expatriation (working abroad),
Global Management (managing across national borders) and Comparative Leadership (na-
tional indigenous leadership styles).” [p. 28]
Intercultural communication competences, expatriation and comparative leadership34 were

discussed in the previous section. Global management studies came about with the interna-
tionalisation of business, and with the further expansion of MNCs operations. Perhaps except
for intercultural communication competences, the three other disciplines were and are clearly
set in the corporate business environment. This is a further similarity with traditional leader-
ship: A vast majority of the documented studies focused on global leadership/management.
2.4.1 Semantic Debate and Conceptual and Methodological Approaches
Global leadership inherited the definition problem from traditional leadership (Section 2.1):
Not only for leadership, the understanding of global as well– let alone combined. There are
numerous attempts to defined the “global” in “global leadership” (cf. [Mendenhall et al.,
2012]). Mendehall et al. (2012) voiced their scepticism about solving the semantic debate
and attributed it to “little attention”, and thus, no consultation within in the field [p. 495]. The
authors elaborated a proposal for a conceptual framework that is comprised of three dimen-
sions of global: complexity (generic context), presence (spatial-temporal) and flow (dynam-
ic/non-linear relations). They accompanied the framework with their definition of global lead-
er: “An individual who inspires a group of people to willingly pursue a positive vision in an
effectively organized fashion while fostering individual and collective growth in a context
characterized by significant levels of complexity, flow and presence.” [p. 500] This is a sound
definition, intelligible and a useful working basis – so are others, taken individually.
34Description of cross-cultural leadership studies when comparison of leadership theories applicability in different
cultures or looking at countries’ specific leadership to compare them.
29
Quotes Sources
GL1 “Global leadership is not merely an extension of domestic or multidomestic leadership.” [Adler, 1997,
p. 171]
GL2 “Global leadership involves the ability to inspire and influence the thinking, attitudes, [Adler, 1997,
and behavior of people from around the world.” p. 174]
GL3 “Global leaders, unlike domestic leaders, address people worldwide. Global leadership [Adler, 1997,
theory, unlike its domestic counterpart, is concerned with the interaction of people and p. 175]
ideas among cultures, rather than with either the efficacy of particular leadership ap-
proaches among leaders from various countries – each of whose domain is limited to
issues and people within their own cultural environment.”
GL4 “A global leader is not necessarily an expatriate, and vice versa.” [Jokinen,
2005, p. 200]
GL5 “The definition of global leaders can also be approached through the internationaliza- [Jokinen,
tion level of their responsibilities and activities. In this case, a global leader is anyone 2005, p. 201]
having global responsibility over any business activity and global leaders can be found
also in lower levels of organization.”
GL6 “Global Leadership—being capable of operating effectively in a global environment [Moran et al.,
while being respectful of cultural diversity. This is an individual who can manage accel- 2007, p. 29]
erating change and differences. The global leader is open and flexible in approaching
others, can cope with situations and people disparate from his or her background, and is
willing to reexamine and alter personal attitudes and perceptions.”
GL7 “high level professionals such as executives, vice presidents, directors, and managers [Caligiuri;
who are in jobs with some global leadership activities such as global integration respon- Tarique,
sibilities.” 2009, p. 336]
GL8 ”Our favorite analogy for global leadership is ‘‘extreme leadership,’’ borrowed from the [Osland et al.,
35
vernacular of extreme sports. People hone athletic skills doing traditional sports but, 2012, pp.
subsequently, some opt for extreme sport, defined as activities that combine a high 107; 111]
degree of danger, speed, height, physical exertion, specialized gear, or spectacular
stunts (…) global leadership is leadership under conditions of extreme complexity.”
GL9 ‘‘global leaders’’ – leaders who could thrive in a world that reflected this new reality of [Bird;
real-time, multiple spanning of technological, financial, cultural, organizational, stake- Mendenhall,
holder, and political boundaries.” 2016, p. 118]
GL1 ‘‘Global leadership competence requires moving beyond the cognitive domain of learn- [Walker,
0 ing to create socially responsible and culturally connected global leaders.” 2018, p. 239]
GL1 The term ‘global’ encompasses more than simple geographic reach in terms of business [Mendenhall
1 operations. It also includes the notion of cultural reach in terms of people and intellec- et al., 2018, p.
tual reach in the development of a global mindset.” 20]
GL1 “Global leadership is defined as the processes and actions through which an individual [Mendenhall
235 influences a range of internal and external constituents from multiple national cultures et al., 2018, p.
and jurisdictions in a context characterized by significant levels of task and relationship 57]
complexity.”
GL1 “(…) defining ‘global leadership’ has been a complicated task (…) more than merely an [Frawley et
3 engagement across countries (…) cross-border leadership is seen holistically and may al., 2019, p.
also include managerial responsibilities across sociocultural, political (portfolios), gener- 38–39]
ational, structural, sporting, organisational, and other borders (…) an inclusive and dy-
namic process of listening, learning, challenging, influencing, guiding, and motivating
others across diverse contexts and backgrounds with the intent of leading them towards
a relevant, meaningful, and coherent goal.”
Table 7: A Selection of Clarifications/Definitions/Explanations of Global Leader/Leadership
35Asophisticated tactical move amid a semantic debate may consist in circumventing the term by adopting other
adjectives, or turn to metaphors (GL8, GL12).
30
The clarifications, definitions or explanations for global or global leadership in Table 7 were
purposively selected over the years as research was advancing. Varying but not necessarily
inconsistent statements come from the same authors, sometimes from the same source. The
statements almost exclusively come from publications on corporate management, except for
GL1/GL2/GL3 (corporate business and politics) and GL13 (sports). Therefore, global is not a
domain-specific subject or field of research. It may be linked to a position, yet it may be found
at any level (GL4, GL5). Global leading implies its share responsibilities (GL5, GL7, GL10,
GL13) in a tremendously complex environment and intense conditions (GL7, GL8, GL9,
GL12), in which global leaders navigate thanks to a myriad of outstanding abilities spanning
functional and emotional sensitivity and responsiveness (GL6, GL9, GL10, GL11, GL13). The
span/scale of global leaders’ actions and behaviours has far-reaching impacts transcending
spatial and sociocultural borders (GL2, GL3, GL6, GL10, GL11, GL12, GL13). Although
these quotes certainly assist in grasping the tenet, they are not conclusively converging. Ra-
ther, the consensus is found in the recognition that global leadership is different from domes-
tic/traditional leadership (e.g. [Adler, 1997, p. 171; Bikson et al., 2003; Bird; Osland, 2004, p.
61; Brake, 1997, p. 31–32; Jokinen, 2005, p. 200; Leslie et al., 2002, pp. 32 ff. Schneider et
al., 2014, p. 178]). The differences lie in the scale and scope, and in the leadership.
Consensus and Concepts
Lane et al. (2004) qualify the global environment soberly: complex; before expanding and
describing it in dramatic fashion [p. 4 ff.]: It is a system composed of and affected by (1) a
range (multiple) of dynamic (2) equivocal or ambiguous and somewhat (3) interdependent
conditions, and with (4) culture as a situational factor. They go a step further by forwarding a
“multiplier effect” on all the first three conditions, exacerbating the complexity: Multiplicity x
Ambiguity x Interdependence = Dynamic Complexity. A usual challenge for global leaders in
such environments is, for example, the limited thinking and reacting time [p. 16]. An example
of interdependence effect would be with regards to the strategic hunt for global talents: hiring
may secure competitive advantage, or weakness if competitors should win the race. This
example illustrates that global leadership is not only about culture, nor only about an extend-
ed context [Mendenhall et al., 2018, p. 48].
The differences for the leaders then lie in the necessary skills to negotiate these challenges.
Many scholars sustain that useful skills in a domestic setting may still serve, although possi-
bly utilised in another way due to different challenges [Mendenhall et al., 2018, p. 21]; how-
ever, supplemental skill sets are anticipated [Schneider et al., 2014, p. 180]. Such skills
would be boundary spanning or global mindset, a recurrent and persistent skill among the
findings of the last three decades (see Sub-section 2.4.2).
With these shared understandings of what global leadership a priori is, findings from multiply-
ing investigations were being gathered, and numerous proposals for integrative conceptual
frameworks for global leadership started to enter the literature, such as [Bird; Osland, 2004;
Brake, 1997; Jokinen, 2005; Mendenhall et al., 2012; Muczyk; Holt, 2008; Park et al., 2018].
An example is by Bird and Osland (2004) who elaborated the pyramid model of global lead-
ership competencies that stands on the ground of global knowledge: Cognitively multidisci-
31
plinary in nature, above any type of borders and relying on various resources -see Figure 8.
The knowledge is completed on the next level by stable albeit hard to learn personality traits.
The attitudes and orientations level describes “the way global leaders perceive and interpret
the world” [Mendenhall et al., 2018, p. 89]. The two upper levels of interpersonal and system
skills relate to operations that can be carried out effectively only with the founding competen-
cies from the lower three levels. The entries such as integrity, cognitive complexity, lead
change etc. reflected the findings relative to each level by the time of the model’s creation.
Figure 8: Pyramid Model of Global Leadership Competencies

Source: [Mendenhall et al., 2018, p. 86; Figure 3.3]
Another framework came from Jokinen (2005) who synthesised global leader competencies
from the literature in three categories that she labeled “core competencies”, “mental charac-
teristics” and “behavioral competencies” - see also Table 8 in Sub-section 2.4.2.
These two examples of conceptual frameworks reveal that, similar to the beginning of re-
search on traditional leadership (see Section 2.2), studying traits and attributes was36 the
main focus of global leadership studies from the 1990s into the 2010s. Consistent with the
competency levels of the Pyramid Model and the assumptions that expert knowledge is nec-
essarily with global leaders, the cognitive analyses of sampled global leaders’ tasks were
performed. This approach is primarily dedicated to design global leadership training
[Mendenhall et al., 2018, p. 99]. Later, global leaders’ job requirements and expert tasks
added to the focus of research, and the profiles of global leaders and leadership effective-
ness correlation were subsequently inferred, cf. [Bird; Mendenhall, 2016, p. 122; Caligiuri,
36 and potentially still is, as of 2020.
32
2006]. Research on global leaders’ behaviours was not recorded until the second half of the
2010s, cf. [Huesing; Ludema, 2017].
Methodologies
As for the methods used and the type of data collected, a prevalence of qualitative ap-
proaches is observed in the early studies, gathering data from interviews, case studies or
from the archives [Bird; Mendenhall, 2016, p. 121]. Huesing and Ludema (2017) gathered
empirical data from observations and combined them with interview and archival data.
Among the early studies in their respective framework that adopted a quantitative approach,
[Caligiuri; Tarique, 2009, 2012; Rosen et al., 2000; Yeung; Ready, 1995] were found using
surveys. By 2018, quantitative instruments for cultural difference, global leadership compe-
tency, and intercultural adaptability assessments have been used by or specifically devel-
oped for global leadership investigations. Examples of instruments accommodating global
leadership studies are the Global Competencies Inventory, the Global Executive Leadership
Inventory, or the Global Mindset Inventory, cf. [Mendenhall et al., 2018 pp. 143 ff.].
2.4.2 A Summary of Findings from Global Leadership Research
At the end of Sub-section 2.3.3, global mindset was succinctly introduced as attributes and
cognitive representations of an individual that cater for sound strategic assessments across
borders and nations, in a paraphrase of [Andresen; Bergdolt, 2017 pp. 190-191]. Since it has
continuously, if not ubiquitously, appeared in the global leadership literature, but most of all
since it is a competency not found in the traditional and cross-cultural leadership literature,
global mindset deserves a paragraph. Global mindset entails much more, and it is a wide-
spread construct, used “for everything that is supposedly global or transnational, from indi-
vidual attitudes, skills, competencies, and behaviors, through organizational orientations,
structures, and strategies, to policies and practices.” [Levy et al., 2007, p. 232] Again, there
is a general idea of the construct, but definitions are numerous, cf. [pp. 234-237], accounting
for the interest in global mindset. Levy et al. (2007) proposed their own definition of an indi-
vidual’s global mindset37, “a highly complex cognitive structure characterized by an openness
to and articulation of multiple cultural and strategic realities on both global and local levels,
and the cognitive ability to mediate and integrate across this multiplicity” [p. 244]
This definition features all properties of global mindset from the reviewed literature: It en-
compasses the multiple spatio-cultural (cosmopolitan) and strategic (cognitive complexity)
characteristics matching the global environment discussed in Sub-section 2.4.1, and featur-
ing the individual’s skills to navigate and intervene sensitively. To go back to its introduction
at the end of Sub-section 2.3.3, global mindset differs from cultural intelligence, and also
from ICC; however it may feature both, not necessarily presupposing them because of its
cosmopolitan dimension. In practice, individuals with global mindset should spontaneously
span boundaries, another global leadership competency.
371. According to Mendenhall et al. (2018), this generation is the „most generally accepted“ [p. 98].
2. Specified by Levi et al. (2007) as referring only to individuals, not to groups/organisations [p. 244]
33
Many scholars have conceived frameworks integrating the competencies found in various
studies. As of 2017, Bird and his colleagues inventoried approximately 20038 global leader-
ship competencies from published research findings, some sometimes overlapping or only
semantically nuanced [Mendenhall et al., 2018 Chapter 4]. Enumerating all, or arbitrari-
ly/randomly selecting, and commenting competencies from the list appear to be a futile exer-
cise. Rather, and thankfully acknowledging Bird and his colleagues’ phenomenal efforts in
inventorying and organising these findings, the global leadership competencies are present-
ed in their integrated form.
For example, Brake (1997) modelled them into a triad - see Figure 9, at the centre of which
the global leader stands and undergoes a transformational process related to and driven by
the global environment. The three categories of competencies relate to personal engage-
ment, dedication and maturity for high-performance achievement (personal effectiveness),
complemented with effective leveraging of expert knowledge (business acumen), and fruitful
collaboration with and influencing of other parties involved (relationship management).
Figure 9: Brake’s Global Leadership Triad

Source: [Mendenhall et al., 2018, p. 62, Figure 3.1]
3856 in 2002 [Mendenhall et al., 2018, p. 119], 160 in 2012 [Bird; Mendenhall, 2016, p. 122]
34
Another synergistic effort “towards a more integrative framework of global competencies” is

by [Jokinen, 2005, p. 204]. She reviewed contemporary extant literature on global leadership,
including Brake’s (1997) triad, and related publications, combined them and established
three categories of competencies summarised in Table 8. The fundamental core competen-
cies cover the potential within global leaders, that is the intrinsic readiness and willingness to
undergo a transformation. The desired mental characteristics relate to the attitude global
leaders adopt towards other individuals, and also in the face of towards situations (challeng-
es, adversity, complexity, ambiguity, etc.). Jokinen (2005) defines the last category of desired
behavioural skills in terms of “explicit skills and tangible knowledge,” [p. 204], i.e. concretely
put into action and externally displayed.
Core competencies Self-awareness
Engagement in personal transformation
Inquisitiveness
Desired mental characteristics Optimism
Self-regulation
Motivation to work in an international environment
Social judgment skills
Empathy
Cognitive skills
Acceptance of complexity and its contradictions
Desired Behavioural Skills Social skills
Networking skills
Knowledge
Table 8: Jokinen’s (2005) Integrative Framework of Global Leadership Competencies
Source: Adapted from [Jokinen, 2005]
More recently, Bird and colleagues synthesised 207 competencies from the literature, cf.
[Mendenhall et al., 2018, Chapter 4]. Additionally taking account of the frameworks formerly
published, the result is the nested framework of 15 composites of global leadership compe-
tencies organised in three groups as shown in Table 9:
 Business and organisational acumen feature practical competencies geared toward
business with management “at a distance” [p. 131] and on large-scale as the default
sphere of action.
 Managing people and relationship consists of those competencies exhibited in direct
interactions.
 Managing self stands for “predispositional, cognitive and attitudinal processes” [p.
136] that characterise an individual facing, coping with and mastering the circum-
stances on the global stage.
 Each of the 15 composites was distilled according to their relative importance and
statistical considerations. They are, however, complex constructs of their own [p.
139]. The underlying competencies to each of the 15 composites are presented in
APPENDIX A .
35
Business and Organizational Acumen Managing People & Relationships Managing Self
Vision & Strategy Thinking Valuing People Inquisitiveness
Leading Change Cross-cultural Communication Global Mindset
Business Savvy Interpersonal Skills Flexibility
Organizational Savvy Teaming Skills Character
Managing Communities Empowering others Resilience
Table 9: A Framework of Nested Global Leadership Competencies
Source: Adapted from [Mendenhall et al., 2018, p. 139, Table 4.7]
These findings all range in the competencies that may be seen as concentrating on a meta-
level of personal traits and attributes or skills. Caligiuri (2006) also examined the same di-
mensions, however her approach stands out by starting from the global leaders’ tasks analy-
sis. She had previously assembled these tasks and presents them in the paper [p. 220]39:
 “work with colleagues from other countries.”
 “interact with external clients from other countries.”
 “interact with internal clients from other countries.”
 “may need to speak in a language other than their mother tongue at work.”
 “supervise employees who are of different nationalities.”
 “develop a strategic business plan on a worldwide basis for their unit.”
 “manage a budget on a worldwide basis for their unit.”
 “negotiate in other countries or with people from other countries.”
 “manage foreign suppliers or vendors.”
 “manage risk on a worldwide basis for their unit.”
Finally, and from a recent study, Huesing and Ludema (2017) observed global leaders at
work and made a direct comparison with traditional leaders, cf. [Mintzberg, 1968, 1971,
1973]. The “Nature of Global Leader’s Work” [Huesing; Ludema, 2017, p. 3] consists in/of:
 “multiple time zones and geographical distance;”
 “long hours;”
 “flexible schedules and fluid time;”
 “dependence on technology;”
 “time alone connected to others;”
 “extensive travel;”
 “functional expertise with global scope;”
39Referenced foundational publication „Caligiuri, P. (2004). Global leadership development through expatriate
assignments and other international experiences. Paper presented Symposium: Expatriate Management: New
Directions and Pertinent Issues” at the Academy of Management, New Orleans.” not found
36
 “facilitation of information, advice, and action;”

 “management of complexity;”
 “and confrontation of risk.”
Huesing and Ludema (2017) conclude from their observations that “distributed leadership-
model[s]” would be suitable to such work, and pointing to shared leadership [p. 34].
2.5 Sport and Leadership Research
In the following, the main focus is the review of academically peer-reviewed literature on
leadership in the sport areas. The first sub-section deals with mainly traditional/unicultural
approach on leadership in sport, in contrast with the second sub-section 2.5.2 leadership that
gives an overview on research that featured culture as a variable.
It is worth mentioning the existence of a vast number of publications outside academia on the
subject. These non-scholastic best-selling publications come from different popular sport
disciplines such as rugby union, basketball or association football. In general, they were edit-
ed by or with the leaders in question, e.g. [Cubeiro; Gallardo Guerrero, 2012; Kerr, 2013;
Carson, 2013; Jackson; Delehanty, 2014; Ancelotti et al., 2017; Leadership Cases Studies,
2017]. This literature is pertinent inasmuch as it offers first-hand, detailed and insightful arte-
facts into the universe of these leading figures and their entourage.
2.5.1 Sport’s Traditional Leadership
Sport was used as investigation platform for multiple reasons. These range from validating
hypotheses and theories elaborated outside sport (e.g. [Cooper; Payne, 1972] traits and
task-orientation effect on performance), or to gain meaningful insights for scenarios or
boundary conditions that are easily and readily observable, measurable and reproducible in
sport. An example would be about transfer of leadership practices during change processes
and personnel development from sport to corporate business world [Burnes; O’Donnell,
2011], or much earlier investigation of situational effect during leadership succession by cor-
relating coaches replacement and team performance [Gamson; Scotch, 1964]. Research
dedicated to leadership in and to the sporting area would also take place.
According to Welty Peachy et al. (2015), investigations on leadership in sport may be divided
in sport psychology discipline and sport management discipline. The first discipline deals with
the “on-the-field team aspects of sport leadership”; the second is concerned with “off-the-field
aspect of sport” [Welty Peachey et al., 2015, p. 571]. As discussed in Section 1.3, contempo-
rary head coaches at football clubs are no longer restricted to the relationship with athletes
and the athletic performance duties. As discussed at the end of Sub-section 1.2, the roles
and tasks in Table 2 point towards these two disciplines of leadership definitions, on- and off-
the field. The following review covers both disciplines. Horizontal leadership, that is leader-
ship by/amongst athletes such as captains in team sports, was excluded from the review.
37
Coaches as Leaders of Athletes
For coach tasks encompassing the performance, results and achievements of the athletes,
research on leadership in the sporting areas shows historical alignments with the prevailing
concepts introduced and gained from other fields, i.e. traits, behaviour and situational ap-
proach, into the 1970s. A certain time shift with respect to these trends could be observed.
For example, Sage (1973) looked at the results of previous studies on coaches and they
identified traits, ranging from hardnose to insensitive, practising autocratic leadership [p. 35]
and with “the right combination of humility and flexibility (…) strength of character” [p. 39].
Already considering the situational boundaries of sport (task-oriented and group of individu-
als), he argues: “[purely] democratic leadership system cannot effectively prevail” [p. 40].
Therefore, the coach as a leader needs to reflect on his behaviour because coach and ath-
letes accommodating each other as well as aligning personal goals with team objectives are
equally crucial [Ibid.]. Sage (1973) goes on by preconising a style of leadership that builds
“individual confidence and security” [p. 40]. Other trait concepts such as the “Mental Tough-
ness” model would later follow, cf. [Clough et al., 2002].
As for behavioural conceptualisation, works were also published, for example one brought
evidence that successful North American high school coaches in various disciplines dis-
played primarily authoritarian behaviour [Penman et al., 1974, p. 156]; Terry and Howe
(1984) later found that such coaching behaviour is least appreciated among athletes who
would prefer democratic behaviour [p. 191]. Bird (1977) turned to the contingency theory
when analysing team performance mediated by coach task-oriented leadership and the team
cohesion. The coaches’ behaviour included putting structure in place that created cohesion
within the team [p. 27].
The review reveals the dominant concept in the studies of coaches’ leadership in the past 40
years: behaviour, in particular the coach’s behaviour, was the tenet for research leadership
effectiveness in sport. As influenced by sport psychology, the coach behaviour has been at
the centre or the root of different works or conceptualisations and models worldwide, e.g.
[Andile; Jhalukpreya, 2013; Bennett; Maneval, 1998; Høigaard et al., 2008; Horn, 2008; Ter-
ry; Howe, 1984]. Many publications are all directly or indirectly related to or influenced by
[Chelladurai; Saleh, 1980] -or subsequent enhancements, updates or adaptation (e.g.
[Chelladurai, 1990, 2007]). The influence of Chelladurai and Saleh’s (1980) concept, which
will be outlined subsequently, is further illustrated by the number of direct citations by differ-
ent authors: Next to the seven references above, overall 1361 in recording by Google Schol-
ar metrics40 since release, and 15 in peer-reviewed articles in 2019 and 2020 alone accord-
ing Human Kinetics Journals metrics41. Chelladurai and Saleh (1980) saw weaknesses in
applying theories, concepts or methods gained in other areas to sports for which other situa-
tional boundaries apply (e.g. training duration, the gain-loss/win-lose nature of the game and
uncertainty, shorter-lived teams [pp. 35-36]). This motivated the elaboration of leadership
40 https://scholar.google.com/scholar?cites=4327890344149265667&as_sdt=2005&sciodt=0,5&hl=es
41 https://journals.humankinetics.com/view/journals/jsep/2/1/article-p34.xml
38
(behaviour) dimensions relevant to sport and the design of their multidimensional model of
leadership (MML) with an associated measurement method, the Leadership Scale for Sports
(LSS).
The original Multidimensional Model of Leadership (MML) is a relational diagram as shown in

Figure 10. It is centered on the three potential types of behaviours of the coach. They result
from:
 The context or surrounding situations (e.g. need for focus during a winning streak, or
relegation fight) conditioning the required behaviour,
 The players’ implicit preconceptions for their preferred leader’s behaviour42,
 And the coach’s traits and skills dictating actual behaviour.
The leader behaviours range from inspirational speeches, setting objectives, providing feed-
back, conduce positive group climate, individual one-on-one exchanges, reinforcing physical
and mental strength, create personal bond, showing support or address negative aspects,
contributing to cognitive development, etc. The dependent output variables are the perfor-
mance and personal satisfaction of the group members. The principle for the model may
read as follows: The higher the congruence between the required-preferred-practised coach
leadership behaviour, the more efficient the leadership style, i.e. the better the group perfor-
mance and satisfaction. Given the variable the MML features, it is safe to categorise it as
integrative approach in the terms of [Yukl, 2013, p. 13].
Figure 10: Multidimensional Model of Leadership Behaviour

Source: [Chelladurai, 1990]
42Eden and Leviathan (1975) had previously put forward their Implicit Leadership Theory (ILT), taking leadership
characteristics as expected by the followers into consideration. See Section .2.2
39
As for the LSS, a measurement method accompanying the theoretical MML, it was designed
to assess the behaviours that would be fed into the model. At the end of the LSS develop-
ment, five coach behaviour dimensions were distilled:
 Training and instruction, related to performance
 Democratic behaviour, related to decision-making
 Autocratic behaviour, related to decision-making
 Social support: relationship-building and welfare of team members
 Positive feedback, related to performance and rewards
In practice, the LSS would be administered in two questionnaire versions, one for the ath-
letes and one for the coach. Detailed contents of the questionnaires may be found in [Chel-
ladurai; Saleh, 1980, p. 39–40]. Using descriptive statistics on the participants’ individual
answers, a pattern for the three different types of behaviour should emerge for the sampled
population. Over time, the LSS has regularly been criticised in terms of internal consistency,
generally using Cronbach’s Alpha estimate as in the initial proposal for the autocratic behav-
iour score [p. 38]. A Finnish version (that is, a translation of the English version in Finnish) of
the questionnaire for the coach showed higher reliability in the results than in previous unre-
lated studies with the English version (cf. [Salminen; Liukkonen, 1994]). Other than transla-
tion to other languages, the LSS was further developed or customised for various investiga-
tions and to take account of different variables, or propositions for revision (e.g. [Zhang et al.,
1997; Chelladurai, 2007, p. 117; Ruiz-Barquín; de la Vega-Marcos, 2015]).
Figure 11 by Chelladurai (2007) is an addendum to the initial MML of Figure 10. It features
formational leadership as a moderator of situational, as well as of players’ and leaders’ char-
acteristics. This was motivated by the role and tasks of coaches to “(a) incite the higher order
needs of members, (b) motivate them to perform beyond expectations, (c) express confi-
dence in members, and (d) empower them.” [Chelladurai, 2007, p. 122]. The MML featuring
transformational leadership also addresses the new realities of hierarchical structures in the
coaching staff (e.g. Head Coach, Assistant Coaches). The actual behaviour influence initial
situational and players’ characteristics, replicating the dynamic in real cases.
Figure 11: Multidimensional Model of Leadership Behaviour – Completed 2007

Source: [Chelladurai, 2007, p. 117; Figure 5.2 (b)]
40
Other models and measurement tools for leadership exist in the sporting area. Chelladurai
(2007) drew the attention to a model proposed by Thelma Horn in 2002 (cf. [Chelladurai,
2007, p. 123; Horn, 2008]43). The model is called Coaching Effectiveness and shown in Fig-
ure 12. Compared to the MML, it features other variables and more explicit variable descrip-
tions, and rearranged causal relationships. Coach behaviours, athletes’ characteristics, per-
ception of and reactions to coach behaviour, and situational characteristics (society, organi-
sation, coach and athletes) are still featured. However, not only the coaches’ behaviours are
depicted to directly influence the performance and behaviours of the athletes but also their
self-perceptions or their motivational types. The athletes’ characteristics are understood to
influence the coach’s behaviours. Even in the updated version of the MML model in Figure
11, the leader’s characteristics (Box 2 in Figure 11) are not explicitly affected by any of the
other parameters except by transformational leadership style.
Figure 12: Coaching Effectiveness Model by Horn (2002)

Source: Found in [Chelladurai, 2007, p. 123; Figure 5.3]
Another example is the Mediational Model of Leadership by Smoll et al. (1978, 1989), initially
developed in parallel with the first Multidimensional Model of Leadership. It also focuses on
the coach behaviours, how the player(s) perceive and remember the coach behaviours, and
the corresponding evaluative reactions by the players. The overarching influence on each of
these three variables comes from the situational factors. In turn, the coach behaviours are
conditioned by his/her individual traits (“difference variables”), and a set of traits also condi-
tions the player’s perceptions, recall and evaluative reactions (see Figure 13). A noticeable
43Original version form 2002 not found.
41
difference from the MML is the inclusion of coach’s perception of the player’s reactions,
which is conditioned by the overall situation. The Coaching Behaviour Assessment System
(CBAS) is the measurement associated with the Mediational Model, a combination of obser-
vational (for coach behaviours), reporting (for coach perception) and interview (for player’s
perception, recall and reactions) techniques. Therefore, while the MML/LSS approach is ex-
clusively theoretical and quantitative, the CBAS measurement also includes empirical meth-
ods and use of qualitative data. For further details on the CBAS, see [Smoll; Smith, 1989].
Figure 13: Mediational Model of Leadership

Source: [Smoll; Smith, 1989, p. 1534; Figure 1]
42
Multidimensional Model of Leadership/LSS and the Mediational Model of Leadership/CBAS

are widely used across the reviewed literature. Accordingly, various findings on the coach
leadership from the sport fields were gathered and are hardly synthesisable in the present
review – let alone studies with other concepts. Therefore, the following discussions reflect only a
few examples that provide a general idea of the gained insights.
Horn (2002) demonstrated the mediating effect coach behaviour has on athlethes’ perfor-
mances and behaviours. In the case of elite sports that he understands to be motivated to-
wards excellence achievement, Chelladurai (2011) states appropriateness of autocratic
leadership style (“hard leadership”, [p. 18]) consisting in shaping the athlete’s “skills and abili-
ties, dispositions, and beliefs” during training and in assisting or directing during competition
[p. 15]. This recommendation contrasts with Mageau and Vallerand’s (2003). They advocate
a softer style that is granting more autonomy (autonomy-supportive leadership, [p. 885]) and
should empower athletes to perform and fulfilling their own objectives. Hard leadership style
is grounded in need and possibility for further development towards excellence, beyond the
athletes’ original characteristics but within their growth potential. Soft leadership assumes
intrinsic motivation is a given for athletes competing at the highest level, and the coach as a
leader needs to set conducive boundaries that will bring about athletic and personal en-
hancement. Previously, Charbonneau et al. (2001) had empirically shown that transforma-
tional leadership is more effective, i.e. enables athletes to attain better performance, provid-
ed they also possess intrinsic motivation. Research evidence based on interviews with the
2011 Rugby World Champion coaching staff from New Zealand tends to support the auton-
omy-supportive leadership [Hodge et al., 2014, p. 70]. It appears that these two styles are
not mutually exclusive, i.e. practised alternately depending on the objective and/or the disci-
pline, considering their different focuses: Hard leadership for athletic performance, soft lead-
ership for personal satisfaction and well-being [Chelladurai, 2011, p. 19].
A study using the Mediational Model/CBAS as instrument demonstrated a correlation be-

tween the coach’s observed behaviours and the momentary actions during official matches
(Spanish top-flight handball league) [Guzmán; Calpe-Gómez, 2012]: Positive feedback was
most frequently registered following positive actions (e.g. forcing opponent’s fault), and nega-
tive feedback after negative actions (e.g. goal against) [p. 381]. A second earlier example is
a study of coaches and players from the college National Collegiate Athletic Association
(NCAA, USA), using CBAS in combination with Cole-DAS44 to collect data [Solomon et al.,
1996, p. 48–49]. It gathered evidence suggesting that feedbacks and encouragement were
the most frequent behaviours of coaches. The study further ascertained that these behav-
iours are welcomed and positively perceived by ambitious athletes [pp. 55; 57]. The findings
and dimensions from these studies, although rooted in qualitative data, are similar to those
found with the MML/LSS approach. A positive correlation between the two models was sup-
44An instrument to record the manner with which coaches deliver/convey information. Reference is an un-
published doctoral dissertation by „Cole, J.L. (1979), A descriptive analysis of teacher augmented feedback giv-
en to university students in beginning golf class. University of North Carolina at Greensboro”, cf. [Solomon et al.,
1996, p. 58].
43
ported by studies by Cumming et al. (2006) who simultaneously used both the MML/LSS and
the Mediational Model/CBAS [p. 207].
Finally, a further indication for the suitability and reliability coach behaviour to investigate
leadership in sports may be extrapolated with a study in the two highest Greek volleyball
leagues. Instead of CBAS, data was collected with the observation-based Revised Coaching
Behavior Recording Form (RCBRF) (cf. [Bloom et al., 1999]). It revealed instructions giving
(tactical, general, technical) and encouragement/motivation as the most frequent coaching
leadership behaviours [Zetou et al., 2011, p. 589] during training sessions [p. 587]. A study
with youth elite baseball coaches (USA) revealed the highest scoring behaviour dimensions
were positive feedback, training and instruction and social support, followed by moderate
democratic behaviour and low autocratic behaviour. Another study in elite sport was con-
ducted by Høigaard et al. (2008). The dimensions training and instruction, democratic behav-
iour and positive feedback were the most preferred behaviours among 88 football players
playing in Norway’s two highest leagues with 6 distinct nationalities, aged between 16 and 34
[p. 243]. The methodology consisted in following a hypothetically longitudinal study (per-
ceived success and failure scenarios in the questionnaires) and adopting the MML/LSS in its
Norwegian version. The data suggests that the preferred leadership behaviour is situational,
that is depending on the maturity and experience of the players, on their ages, or on the
team and/or individual performance. For example, younger and less experienced players
chose social support and democratic behaviour as their preferred coach behaviour in difficult
situations [p. 245]. Citing another investigation that used MML/LSS (cf.), Crust and Lawrence
(2006) found evidence in football teams for which democratic style of leadership was
deemed ineffective because of the squads’ size and the time constraints [p. 36].
To some extent, the coach behaviours ranked as “most preferred” may be allocated to the
transformational leadership style. For elite sport, striving for excellence on both the coach
and athlete’s sides, the sporting activity is synonymous of a transformational process. With
this, the claim that the behaviours and dimensions from measurement tools such as the LSS
“are transactional in nature” [Riemer, 2007, p. 72] is objected. The bibliometric of publications
in the sporting area accounts for this: Across the leadership studies in the sporting field,
transformational leadership appears to be the most distributed conceptualisation, theory or
style. Álvarez et al. (2016) seconded this with further evidence in a more recent paper, attest-
ing the relevance or (aim for) practices of transformational leadership across various settings
of the sporting world, from physical education classes at school and recreational amateur to
elite professional sport, or youth. They counted 2845 peer-reviewed articles published in Aus-
tralia, Canada, New Zealand, UK and the USA on transformational leadership from two data-
bases [p. 320]. These assumptions and figures stand for sport’s contribution to transforma-
tional leadership being “the most popular approach in scholarly leadership (…) by the num-
ber of papers written on the subject” [Tal; Gordon, 2016, p. 267].
45Agreeing with Riemer’s (2007) claim that the behaviours on which the LSS and its derived/updated versions are
„transactional in nature“ [p. 72], Álvarez et al. (2016) did not count in corresponding studies [p. 319].
44
Next to these approaches, many other concepts developed in the sporting area are the pre-
viously mentioned Mental Toughness model focusing on the leader’s traits [Clough et al.,
2002], the Coach-Athlete Relationship46 investigated in different settings (e.g. for married
couples of coach/athlete in [Jowett; Meek, 2000]) by measuring the three bidirectional C’s of
Closeness, Commitment and Complementarity as predictors of effectiveness. On aggregate
and in team sports however, and in particular for elite sports, chiefly task-oriented leadership
complemented with relationship building is recommended for high-performance achievement
by coaches and athletes with the example of team rowing [Côté; Sedgwick, 2003, p. 67–68].
Finally, leading athletes with heterogeneous skills and performance levels were found to be
detrimental to efficacy, explained by having to adjust leadership styles (for instance to “pro-
vide pastoral support” [Frawley et al., 2019, p. 100]).
Leaders of Athletic Organisations
The interest for leadership of athletic organisation or sport management came with a greater
time shift since the focus was first on the on-field leadership towards the 1990s [Welty
Peachey et al., 2015, p. 571]. The transactional/transformational leadership concept by
Burns (1978) and further development (cf. [Bass, 1985]), was the domineering practice of the
moment. Research in leadership in athletic organisations (sport management) starting in the
1990s were no exception - at least for the inventoried studies in the North American region
[Welty Peachey et al., 2015, p. 572].
In a single study at different Canadian universities, Weese (1996) found that transformational
leadership and positive organisational culture correlate, whereas he could not observe the
same for transformational leadership and organisational effectiveness. The data gained with
questionnaires (LBDQ47) for the leadership characteristic, [Weese, 1996, p. 200]) could how-
ever show that the sport management of these organisations were all transformational lead-
ers to various extent (high or low, as measured by a LBDQ, [pp. 200; 202]). Still in the col-
lege setting, studies of leadership behaviours from athletic directors were examined and
brought into relation with the organisations’ effectiveness as reported in [Branch, 1990, p.
164]. Quantitative data was gathered from the athletic directors and their subordinates by
means of questionnaires, revealing that task-oriented leadership behaviour such as initiating
structure was most preferred by the athletic directors as leaders [p. 168], therefore prioritised
over relationship-orientation.
From a subordinate’s perspective, credibility48 and prototypicality49 are dimensions for lead-
er’s traits or behaviours. In the sporting area Swanson and Kent (2014) empirically found
46Not to be confused with the „Coach-athlete Relationship Motivational Model“ [Mageau; Vallerand, 2003]
47Ref. Section 2.2.
48Credibility is a dimension related to “perceived expertise and trustworthiness emanating from the communicator”
[Swanson; Kent, 2014, p. 82]. The meaning or perception is, however, entirely with the receiver.
49Prototypicality is a dimension expressing the cognitive representation of an idealised „most representative“ state
[Swanson; Kent, 2014, p. 83] in a subordinate/follower’s perception, or a cultural „common set of categories of
what the typical leader is like“ [Bass, 1990, p. 377]. Values for this dimensions may be intelligent or knowledge-
able. With prototypicality too, the meaning or perception is entirely with the receiver.
45
these dimensions are positively influenced by specific domain expertise and functional area
expertise [p. 87]. (Dis)trust appears to be a common issue in sport management, for example
caused by interferences and hostilities between the “on-field” and the “off-field” manage-
ment/leaders as witnessed at professional football clubs in the UK [Kelly; Harris, 2010]. Go-
ing back to the credibility (trust) and prototypicality facilitated by specific expertises, no con-
nection could be made between preferred leadership and organisational sport management
effectiveness - putting another definition of leadership50 into context; “an effective leader is
not someone loved or admired.“ (Drucker, as quoted in [Glazer et al., 2013, p. 10]). In the
case of British and German clubs, Kelly and Harris (2010) respectively Muehlheusser et al.
(2018) independently gathered evidence that prior involvement in the domain, an indicator of
knowledge if not expertise (e.g. playing career), is no warrant for success when involved in
sport management or coaching at a later stage.
Similar interference may also be caused by the executive structures of sport organisations
between co-existing board and the executive directorate. This type of structure is often in
place, e.g. different national sport organisations cases discussed in the paper in Australia,
Canada or New Zealand, but also at football elite clubs [www.fcbarcelona.com, 2020;
www.fcbayern.com, 2020; www.ir.manutd.com, 2020]. An article dating back to 2005 hypoth-
esised shared leadership as the appropriate style for sport management. Shared leadership
is understood as “the balance of influence and power between the executive director and
voluntary board” [Ferkins et al., 2005, p. 208]. The necessity for such a leadership style and
practice is justified by the fact that the executives do not (or cannot) share the same motiva-
tions for their work, e.g. paid-staff and volunteers [p. 209-210]. To date, it remains question-
able whether shared leadership has made its way to sport management practices since call
for more research and application are still found in recent publications, at least for non-profit
organisations e.g. [Ferkins et al., 2018; Jones et al., 2018; Kang; Svensson, 2019]. The call
is equally pertinent, as we shall see next, for Global Sport Organisations (GSO).
Forster (2006) investigated the management of FIFA, IOC and World Athletics by reviewing
various reports and gathering empirical data. The data provides insights into how these or-
ganisations are run, i.e. type or style of leadership exercised within these organisations and,
from another perspective, type or style of leadership GSOs apply towards members. The
main finding for both cases is that, although constitutionally democratic and accountable to
their members51, the gathered empirical data GSOs suggests autocratic and authoritarian
leadership [“functioning as a state” [p. 76]; “operated more like a fiefdom or a medieval court”
[p. 77]). Numerous indices of flawed integrity and unethical practices add to these findings
(e.g. favouritism or networking in the staffing for executive positions [p. 73] or suspicion ru-
mours [p. 79]). Tomlinson (2014) seconds these findings on leadership style at FIFA with
analysis between 1974 and 2013. He cites an official publication by FIFA describing its pres-
ident as a “supreme leader” [p. 1160] and a number of ethical controversies [pp. 1161 ff.].
However, he refrains from providing clear rationale about the actual motives for or the effec-
tiveness of the leadership styles. Regarding the staffing, tasks and complexity for GSOs, a
50 See also Section 2.1.

51This would suggest a democratic/participatory leadership styles.
46
case study of global event (World Aquatics 2005) posed the necessity of networking for
events of such a scale, pointing to behaviours of multiple-linkage theory to be most condu-
cive to success, with transformational and charismatic leadership still being relevant.
2.5.2 Sport-Cultures-Leadership
Apart from applications across various sport disciplines, instruments such as the MML/LSS
were used for cross-cultural or country specific studies of preferred/observed coach leader-
ship behaviours with the settings and results summarised Table 10.
Sources Sport disciplines Countries Results
[Terry; Howe, 1984] Miscellaneous Canada, Univer- Highest score: Reward behaviour (positive
sity of Victoria feedback) and training behaviour (training
and instruction)
[Chelladurai et al., Miscellaneous Canada and High scores: Autocratic behaviour and social
1988] Japan, universi- support for the Japanese, training and in-
ties struction for the Canadians
[Bennett; Maneval, Baseball USA, youth High scores for training and instruction and
1998] coaches social support
[Salminen; Miscellaneous Finland High scores for training and instruction, dem-
Liukkonen, 1994] ocratic behaviour, rewarding behaviour (posi-
tive feedback)
[Sherman et al., Miscellaneous, Australia Same high score across all populations: posi-
2000] gender-related tive feedback, training and instruction, demo-
study in athletics cratic behaviour
Social support and autocratic behaviour not
preferred
[Høigaard et al., Football Norway High scores for training and instruction, dem-
2008] ocratic behaviour and positive feedback
[Andile; Miscellaneous India (Kerala) India
Jhalukpreya, 2013] and South Afri- Most preferred: Democratic behaviour;
ca (Gauteng) Least preferred: Positive feedback and social
universities support
South Africa
Most preferred: Positive feedback
Least preferred: Autocratic behaviour
Table 10: MML/LSS Studies and Results across Countries
An aborted attempt to include dimensions covering the “coach-relationship and team cohe-
sion” and situational factors was elaborated with the Revised Leadership Scale for Sport
[Zhang et al., 1997, p. 109]. This was initially motivated by the LSS not necessarily taking
account of culturally contingent behaviours. However, the validation of the revised version
with athletes and coaches was not conclusive enough [Chelladurai, 2007, p. 223].
Multicultural sports teams or squads have been investigated in terms of performance. Similar
to investigations on multicultural teams in the corporate business field, evidence is mixed
from no impact to positive or negative impact. A more recent study by Maderer et al. (2014)
analysed the performances of football clubs composed of multicultural squads. The study
47
investigated the correlation between sporting results/performances, market value of the

squads and their cultural heterogeneity. Another investigation in the same study was the
relative impact of cultural heterogeneity and cultural distance within the squads. For both
measures, the findings showed negative effect of high cultural heterogeneity on team suc-
cess, whereby cultural distance within the squads was a stronger factor. An assessment of
the leadership was not made. However, the researchers note that intercultural experience of
the coaches of the sampled squads had rather negatively impacted their teams’ success [p.
231]. As an explanation for this unexpected finding, they propose the incompatibility of sport-
ing practices or cultures from one country or league to another, chiefly dictated by the play-
ers’ characteristics, or by less success (that is limited functional skills) and those coaches
being more frequently the ones going abroad.
The last finding contradicts, at least in terms of functional skills efficacy, the usual recom-
mendation in management to go abroad and extend intercultural experience (Section 2.3.3).
Sport management scholars had already expressed the same recommendations for sport
officials, e.g. [DeSensi, 1994, pp. 69; 73]. Similarly to corporate business, Chelladurai and
Doherty (1999) advocated promoting culture of diversity as a managerial principle and prac-
tice, concurring with Yukl’s (2013) guidance described in Section 2.3.3. From leaders’ stand-
point, who are per definition to reflect the organisational culture, this may entail or require
behaviours that appear forceful because discomfort or resistance may arise among members
of the organisation [Doherty; Chelladurai, 1999, p. 292].
Unicultural or cross-cultural research has taken place in the field of sport. For example, in
“Globalized sport management in diverse cultural contexts”, Zhang et al. (2019) deal with
managerial approaches by executives of the sports industry in different countries, and coun-
try-based comparative studies for sports management by sports officials and operatives.
Likewise, Frawley et al. (2019) in “Global Sport Leadership” take a critical approach on dif-
ferent scenarios involving leadership in sports. These scenarios are illustrated with case
studies in various sport settings across the globe, from diversity management to setting up
large-scale events or development aid project. For each case, appropriateness or inadequa-
cy of leadership behaviour patterns and leadership theories from the literature is discussed.
The authors view global leadership as not necessarily tied to the geographical factor [p. 38].
Therefore, they propose the construct of “cross-border leadership” and define it as a working
frame for “an inclusive and dynamic process of listening, learning, challenging, influencing,
guiding, and motivating others across diverse contexts and backgrounds with the intent of
leading them towards a relevant, meaningful, and coherent goal” [p. 39]. The borders in
question are not only geographical but also sociocultural [p. 41], generational [p. 43], or dis-
ciplinary [p. 44 ff.]. Cross-border leaders should draw from and be capable to integrate com-
petencies acquired outside specific domains to be effective. The integrated competencies
refer to global literacy composed of four sub-types: relating to self (personal), others (social),
the organisation (business) and the environment (cultural) (cf. [Rosen et al., 2000]).
48
2.6 Exploratory Research on Leadership: Methodological Approaches
Regardless of where, how and when studies on leadership have been undertaken, they are
designed to fulfil a descriptive or a prescriptive purpose, or both [Yukl, 2013, p. 19].
For the research with descriptive purpose, Bird and Mendenhall (2016) noted the majority of
early effort on global leadership used qualitative approaches (see also Section 2.4.2), i.e.
research with exploratory purpose such as the present one. An overview of exploratory re-
search from the reviewed literature in traditional leadership, cross-cultural leadership, global
leadership and sport leadership are compiled in APPENDIX B .
Regarding the methods, Bass (1990) asserted that virtually all that are available to social
sciences have been used to investigate leadership, citing “autobiographical analysis; bio-
graphical analysis; case studies; the evaluation of news records; memoranda, and minutes of
meetings; the analysis of speeches; biodata analysis; studies of communication patterns;
autologs and observers’ logs of leaders’ activities; ratings by observers, superiors, peers,
subordinates, and clients; judgments of verbal protocols; and individual interviews.” [p. 55]
This is can also be observed in the overview of APPENDIX B .
The overview features conceptual frameworks, methodologies and methods and a good bal-
ance between quantitative and qualitative data gathered with various techniques. It will serve
as an orientation for the definition of the research design in Section 3.
2.7 Summary of Literature Review
Various aspects exploring leadership were presented in the previous sections of this chapter.
The review was structured by the approaches to investigate leadership, including the instru-
ments and measurements, and their findings. As dictated by the research question, leader-
ship specific to the sporting area as well as cultural framing in leadership were included. The
sheer amount of styles, theories, methodical and conceptual approaches, taxonomies and
terminologies, and even definition of leaders in the literature made the review exercise
somewhat tedious, although the review was by all mean not comprehensive. A modest num-
ber of the approaches, theories or styles judged as milestones for/in the development of
leadership research or recurrently found across reviewed material was presented and dis-
cussed. Ethical leadership, Least Preferred Co-worker (LPC), path-goal theory, servant lead-
ership, or grid theory are only but a few of those that were not discussed.
The Approaches
With the chronological depiction of the evolution of leadership research and findings, a pat-
tern in approaches to studying leadership could be distilled. More specifically, the focus con-
sensually lies in examining the leaders’ and/or the followers’ traits, behaviours, the contextual
boundaries, or a combination of those. Except for global leadership, leaders’ behaviour was
the most frequently investigated variable across the reviewed literature for traditional leader-
ship and sport, concurring with Yukl’s (2013) assertion that most of the research has been
49
undertaken “on leader activities and behavior than on any other aspect of leadership” [p.
422].
As for global leadership, the explorative phase and the currently more advanced research
indicate concentration on identifying individual competencies in terms of traits, skills and at-
tributes. The nature of the global leader’s tasks and work has also received attention, alt-
hough to appreciably less extent than competencies. Nonetheless, these few studies are
confirming traditional and global leadership are different. There is still scarce data and find-
ings from applied research compared to the abundant behavioural investigations performed
for traditional leadership. Huesing and Ludema’s (2017) was the only research encountered
in the literature that deals with behaviour: The researchers followed, observed and inter-
viewed five different global executives for a few days on their jobs.
The introduction of the cultural variable as another paradigm in leadership study was depict-
ed. Cultural effects on leadership have been largely investigated in cross-cultural studies, by
means of cultural dimensions. These studies’ purpose may consist in investigating transfera-
bility and effectiveness of leadership theories from one cultural cluster to another and under-
stand the differences. Cross-cultural leadership researchers may also examine culture-
specific leadership acceptance and effectiveness. Another undertaking is to discover if and
which leadership style(s) could be accepted effective across as many cultural clusters as
possible, if not all. The GLOBE research programme has been pursuing all three purposes.
An overview of different research on leadership and their purpose(s), conceptual frame-

work(s) as well as the adopted methodologies was given, with an emphasis on those with
exploratory character. In the case of global leadership, quantitative instruments for data col-
lection have meanwhile also made their way and firmly established into the used research
methodologies, while the initial exploratory phase saw a domination of the qualitative ap-
proach. The reviewed material shall provide guidance for the elaboration of the research de-
sign for the present study.
The Findings
Leadership behaviours’, styles’ and theories’ appropriateness and effectiveness are pending
a range of situational variables, and of course leaders’ characteristics. Nevertheless, the re-
viewed material persuasively indicates towards transformational leadership as the a priori
preponderant paradigm and conceptualisation regarding leadership effectiveness since its
inception - whether from a traditional perspective, across cultures, or in the sporting area -
however not yet on the global stage as far as the reviewed literature could reveal.
Bass (1990) had already claimed transformational leadership’s augmenting effect when
paired with transactional leadership [p. 220]. He conceived the components of transforma-
tional leadership to be charismatic leadership, inspirational leadership, intellectual stimulation
and individualised consideration [p.220]. By 1997, findings from cross-cultural leadership
studies motivated him to reiterate the likeliness of transformational leadership’s universality:
Investigations were completed or had been undergoing on all continents except in Antartica
[Bass, 1997, p. 130]. Its conceptual foundation, he argues, tolerates “democratic and partici-
50
pative” and also, rather counter-intuitively, “autocratic and directive” traits or behaviours
[p.136]. Although significantly overlapping with charismatic leadership, transformational lead-
ership is many scholars’ preferred designation because of its main conceptual distinction
from the former: devoid of a dark side.
Curiously, and explicitly pointing to this very reason, GLOBE chose to label their near univer-
sally accepted behaviour charisma/value-based leadership [House et al., 2004, p. 66]. It
comprises the subscales of visionary, inspirational, self-sacrificial, integrity, decisive, perfor-
mance-oriented behaviours, and was scored highest by samples across all cultural clusters.
Expressly and conceptually distinguishing global leadership from cross-cultural leadership,

researchers have, to date, concentrated on global leaders’ competencies and recently inte-
grated them in three overarching groups:
 Business and organisational acumen,
 Managing people and relationships,
 And managing self.
As for the style or model, Huesing and Ludema (2017) pointed to shared leadership as a
suitable from their observations in the field [p. 34].
Global Leadership outside Corporate Management
To date, most of the available investigations revolve around North American and Anglo-
Saxon conceptual frameworks and assessment of leadership (cf. [Park et al., 2018]), and
cursory review of referenced studies suggests they were elaborated under the influence
thereof. Global leadership has been investigated from other perspectives outside the corpo-
rate business framework, from the military [DiBella, 2019] to politics [Adler, 1997], or by gen-
der [Ibid.]. These are first and much needed steps towards a diversification and more global
approach to the research on global leadership. Turning to sport as valid and suitable platform
is a legitimate and promising endeavour. No study in this direction was found, not even re-
motely overlapping with the intent and the approach of the present research.
51
3. Research Design
The sections of this chapter detail the chosen type research and the type of data, the poten-
tial sources for suitable data, as well as the collection, management and analysis methods.
With respect to non-existent findings for global leadership in the team sports area (see Sub-
sections 2.4.2 and 2.5.2), in particular in the field of professional and top-flight association
football as a field of study, the present research is conducted for exploratory purpose. Ex-
ploratory is understood as first undertakings “to examine a thing or idea for diagnostic pur-
poses, to search it systematically for something” [Stebbins, 2001, p. 2] by making sense of
the findings. The data that will suffice the exploratory character of this research shall be am-
ple, provide detailed and not limited insight to be meaningful. Data shall also be collected as
to maximise probability to address the research question as introduced in section 1.3: How
does global leadership manifest in professional sport?
Semantically, answering the research question entails an overlapping of descriptive and ex-
ploratory approaches. Descriptive approach covers the circumstances for the global charac-
ter of top-flight association football, as well as the manner coaches, their staff and players, as
well as their opponents address and handle these circumstances.
3.1 Research Methodology
Antonakis et al. (2004) observe the majority52 of research on leadership uses quantitative
methodology, and probably because gained data and methodology are more appropriate for
testing [p. 55]. However, they also note a counter-indication in the case of not unambiguously
measurable data [p. 54]. Such would be the case for not new exploratory research within
leadership’s trademark complex dynamics.
This is supported by an expert’s call for use of qualitative data [Bass, 1990, p. 887]. Counts
by Bird and Mendenhall (2016) on early research on global leadership are further confirma-
tion of appropriateness of the qualitative approach –see also discussion on methodologies of
early global leadership studies in Sub-section 2.4.1. Some of the examples of exploratory
research on leadership [Ackerson, 1942; Adler, 1997; Côté; Sedgwick, 2003; Hodge et al.,
2014; House, 1985; Huesing; Ludema, 2017; Ikegami et al., 2017; Jones et al., 2014; Kelly,
2004; Kihl et al., 2010; Parent et al., 2009], and listed in APPENDIX B , focus exclusively on
a qualitative approach confirm the appropriateness of the chosen methodology.
3.1.1 Research Methodological Framework and Approach
Charmaz (2006) refers to Grounded Theory as “a method of conducting qualitative research

that focuses on creating conceptual frameworks or theories through building inductive analy-
52Considering the year of publication, this count most probably refers to traditional and cross-cultural research,
which, by then, were no longer in their respective starting phases. However, even if research on global leader-
ship had been counted in, their numbers at that time –and today- could not have tipped the balance.
52
sis from the data” [p. 187]. Furthermore, the research question entails nothing or “little is
known about a phenomenon” in the investigated area [Chun Tie et al., 2019 pp. 2-3]. There-
fore, Grounded Theory is deemed a congruent and appropriate methodological framework
for the present exploratory research.
The workflow process for the Grounded Theory methodology as depicted in Figure 14 will be
guiding the research activities. However, the purpose and the time allocated constrain to
implementation to a single downward stream comprising purposive sampling (see also Sub-
sections 3.1.2 and 3.1.3 for more details), collection of data (Sub-section 3.1.1 and 3.2.1),
initial, intermediate and advanced coding with constant comparative analysis of the initially
collected data (Sub-section 3.2.2), without further theoretical sampling nor concurrent data
collection and analysis. Neither does the aim of the research consist in the formulation of any
(grounded) theory, nor in the testing or verification of hypotheses or theories.
Figure 14: Research Design Framework with Grounded Theory Methodology

Source: [Chun Tie et al., 2019, p. 3]
Theoretical sensitivity of collected data and of the generated codes shall be assessed based
on the reviewed material discussed in Chapter 2. Hypotheses and answer(s) to the research
shall be induced from the collected data, with the intent to enable broader meaningful in-
sights, and ease revelation of patterns and emergence of new, unexpected or domain speci-
ficities [Saunders et al., 2009, p. 488] - a flexibility a stiff quantitative questionnaire would not
53
offer. The conceptual framework detailing the contents sought in the data for this exploratory
research is outlined in Sub-section 3.1.2.
3.1.2 Conceptual Approach
Since this is an exploratory research, a hard conceptual framework may be restrictive and
exclude meaningful aspects of the investigated environment and/or individuals. Rather, a
guiding framework or conceptual approach modelled after other exploratory studies from the
literature on (global) leadership will be followed. Therefore, data relating to personal traits,
characters, attributes and competencies of these head coaches will be the main focus. Evi-
dence on behaviour or nature of the tasks is optional and may be considered.
The clarification/definitions of global/global leadership GL2, GL4, GL8, GL10 and GL13 in
Table 7 broadly apply for the present study. The geographical factor is deemed secondary, if
not relevant, at this stage.
3.1.3 Purposive Sampling: Target Group
Purposive sampling as depicted Figure 14 is a distinctive feature of Grounded Theory meth-

odology as confirmed by [Saunders et al., 2009, p. 239] who also describe purposive sam-
pling’s characteristics to “best enable answer [your] research question(s) and to meet [your]
objectives.” [p. 237]
In Subs-section 1.2.2, professional football was posed as a global discipline, in particular the
Big Five from England, France, Germany, Italy and Spain, the highest-performance/elite
leagues in the industry. By extension, head coaches working in this environment are hypoth-
esised as global leaders in terms of the span and scale of their influence, and the environ-
ment in which they are working (see orienting definitions/clarification in Sub-section 3.1.2 and
Table 7). Next to the aforementioned Big Five leagues, the Austrian, Dutch, Portuguese and
Turkish leagues will be considered because they have been regular competitors at or were
winners of at least one major/elite continental title (UEFA Champions League and UEFA Eu-
ropa League) between the years 2000 and 2020 [UEFA.com, n. y.-a, n. y.-b], or have pro-
duced several coaches who belong to that elite. The starting point in the year 2000 coincides
with the beginning of the globalisation of these top-flight leagues as described in Section 1.2.
Retired and active football head coaches from these top-flight professional leagues are the
main targets of the investigation. The targeted individuals shall be or have been active in
these top-flight leagues for a minimum of 8 years. This minimum threshold is derived from
Swann et al. (2015), with a minor relaxation for the criterion of experience of elite/high-
performance individuals at that level averaging 12.7 years [p. 6]. It is featured to account for
expert knowledge. Note that achievements in terms of titles or honours are not a require-
ment. These criteria are defined as to not restrict the yet unknown population size for a pur-
posive sampling and available data (Sub-section 3.2.1.1), however still sufficiently stringent
and sound for an exploratory purpose.
54
3.2 Research Methods
In the following, details of the methods used for data collection, including data source identi-
fication and data type matching the research design and methodology are described. This
section also features description of the data management techniques.
3.2.1 Data Type, Collection, Sources and Management
In their study on the job requirements for contemporary football coaches, Morrow and How-
ieson (2014) pertinently noted in their methodology section: “(…) gaining access to key indi-
viduals involved in the world of professional football is difficult because of its closed nature
and a suspicion of outsiders.” [p. 519] Other professional researchers had previously issued
similar warnings [Crust; Lawrence, 2006, p. 37; Kelly; Harris, 2010, p. 490]. Few negative or
majorly no responses to first handful requests inviting to participate to the present research
confirmed these observations and warnings.
Consequently, secondary data was selected as the main focus for evidence collection. Ex-
ploring archival/secondary sources allows for realistic access and coverage of domestic, in-
ternational and global data vital for answering the research question, without impairing the
master thesis’ timeline and the overall quality of the research activities.
The use of secondary data for leadership research was further validated by comparison with
research studies [Ackerson, 1942; Adler, 1997; Hodge et al., 2014; House, 1985; House et
al., 2004; Huesing; Ludema, 2017; Ikegami et al., 2017; Jones et al., 2018; Kelly, 2004;
Morgan et al., 2015; Parent et al., 2009] for which autobiographical , biographical or archival
data (e.g. magazines, newspaper articles, non-academic publications) was used.
Data Sources
Documentary material of secondary data according to classification by [Saunders et al.,

2009, p. 259] shall be used and include two types:
 Written (e.g. journals, newspapers, diaries, interview transcripts, magazine articles,
books, blogs, web pages, forums) in printed or electronic format;
 Non-written, i.e. audio/video recordings, artefacts (e.g. TV or radio broadcast, official
websites).
Risks inherent to the use of secondary data are acknowledged [Saunders et al., 2009, pp.
269-272]. These include impossibility to reliably retrieve initial intent or purpose leading to the
primary collection, available but access-restricted or not useful data, scarcity of meaningful
archival data contributing to answering the research question. These aspects will be dis-
cussed in the following paragraphs and sections.
55
Data Collection Technique and Guidance
According to Charmaz (2006), the quality of the research is not only based on ample data;
the data also needs to fulfil the criteria of “suitability and sufficiency” [p. 18].
Regarding suitability, the data collection technique will consist in content analysis. The con-
tent analysis shall focus on the descriptive and qualitative question: “Does this document
contain the characteristic for which I am searching?” [Thomas; Brubaker, 2008, p. 158]. Fol-
lowing Thomas and Brubaker’s (2008) recommendations, the following five steps for con-
ducting content analysis are implemented: “(1) stating the general question that the research
project is intended to answer, (2) decomposing the general question into constituent
subquestions, (3) finding communications that will likely answer the subquestions, (4) in-
specting communications to locate passages pertinent to the subquestions, and (5) recording
and organizing the results of the inspection.” [Ibid. 160] The implementation of these steps
for the present research is as follows:
 Step (1) for stating the general question is part of Section 1.3.
 For step (2), and analogue to preparing structured or semi-structured interviews,
some guidance for screening and recognising pertinent data is advisable. For this, a
set of sub-questions as data collection guidance is derived or decomposed from the
research question and from the conceptual. The data collection guidance is in AP-
PENDIX C . Additionally, the following keywords individually or in any random combi-
nation were used for sources or data location: football, manager, leadership, culture,
coaching style, transfer, scout, on-boarding, language, group building.
 Step (3), (4) and (5) are practical processes that are summarised in the next sub-
section for data management.
Contents analysis applies to both written an unwritten material from secondary sources.
Availability of the secondary data had been cursorily checked during the creation of the re-
search proposal. Identification of potentially useful and meaningful data in sample sources in
the public domain encouraged the approach. These included biographies, autobiographies,
published interviews, conference retransmissions, newspapers, journal and magazine arti-
cles and their respective archives. Contemporary technologies, such as the World Wide Web
and electronically distributed, available and accessible sources, shall be leveraged to maxim-
ise data amount (e.g. specialised online magazines such as www.fourfourtwo.com,
www.gazetta.it, www.kicker.de, various youtube channels, web sites of clubs, ebooks.com,
etc.). This may include relying on sources using other languages than English.
Interviews with informed sources belonging to the entourage of targeted football head
coaches such as specialised journalists or collaborators were initially not considered due to
the allocated timeframe. Complementing data collection with those primary sources will be
adjusted as required, as data collection will be progressing and as timeframe allows.
Regarding sufficiency, data collection is framed by the collection guidance discussed above
and by two time constraints, one for the research activities, and the other for the date of pub-
56
lication. The former is set by the university. For the latter, data between 2000 and December
2020 was analysed and collected, thereby matching the time window for the definition of
sample target group.
Another risk inherent to secondary data lies in the data itself. The following assessment crite-
ria as recommended by [Scott, 2014, pp. 19 ff.] shall be applied:
 Authenticity: The data shall be ascertained as genuine.
 Credibility: The data shall be ascertained as reliable and true.
 Representativeness: Carry out assessment for how typical/untypical the data is.
 Meaningfulness: The data shall be assessed as intelligible and coherent.
These assessments may take place during data collection or/and during data analysis.
Data Management and Organisation
Following Chun Tie’s et al. (2019) recommendations, special care shall be taken for data
management practice to enhance quality and rigour of the research.
For data organisation, the available guidance for integrative literature reviews for contents
integration and synthesis for inference of new knowledge (e.g. [Callahan, 2010] and
[Torraco, 2016]) will be followed. This comprises tabular structuring of data properties with at
least source(s), date of creation/review, comments on the context surrounding primary data
collection, type of primary medium (e.g. radio speech if only transcript is available), original
language of data [Callahan, 2010, p. 301]. Adopting this data management approach shall
contribute to “reinforce [the author’s] findings” and cater for safer handling and mapping of
data.
Creation and handling of the corresponding database shall be computerised. Equally crucial,
data analysis shall be assisted with corresponding software [Chun Tie et al., 2019, p. 7].
Software application Maxqda® (license available at Fachhochschule Vorarlberg) is used for
this research for qualitative data analysis.
3.2.2 Qualitative Analysis of Secondary Data
Upon completion of collection, the data shall be systematically coded and structured. Ideas
emerging from this step will be integrated and critically analysed, much in-line with methods
of Grounded Theory [Mills; Birks, 2014, pp. 114-115]. The coding is data analysis aiming at
eliciting patterns or concepts from the data towards proposed answer to the research ques-
tion [Chun Tie et al., 2019, p. 4]. Based on [Mills; Birks, 2014, pp. 114-115] and without fur-
ther theoretical sampling (see Sub-section 3.1.1), this inductive process shall consist of:
 1. Initial coding: Examining and scrutinising raw data contents as collected by assign-
ing meaning, with the aim to assign elicit smallest meaningful units addressing guid-
ing conceptual framework research question, subquestions (see APPENDIX C ).
Units are assessed for similarities and differences, and for credibility, representative-
57
ness and meaning. The identified smallest units are labelled with meaningful underly-
ing ideas, patterns or meanings of words or group of words: a code. Such initial
codes may consist of verbatim phrasing from the data [Chun Tie et al., 2019, p. 5].
 2. Intermediate coding: Next level revisiting the codes with aim to build more abstract,
interconnected or related constructs (comparative analysis with collected data), gen-
erally smaller in numbers than codes: categories. Reallocation or integration of cate-
gories may already occur during this stage.
 3. Advanced coding: building a storyline from core codes that connects the categories
and the emergence of even more abstract constructs: “theoretical codes” [Mills; Birks,
2014, p. 115].
As an important of the methodological approach, and because of its contributing to the quali-
ty and rigour of the research [Mills; Birks, 2014, p. 115], memoing shall continuously take
place throughout data collection and data analysis. Memoing consists of recording construc-
tive ideas and reflections about the data. These may prove helpful for data analysis, and data
auditing.
The synthesised findings will be critically analysed with respect to validity and limitations.
Finally, the findings will be positioned in the landscape of current investigation status on
global leadership.
3.3 Collected Data
Consulting archival data at publishers’ archives or specialised press53 and conducting semi-
structured interviews with the target group were initially intended. As it became logistically
challenging amid the COVID-19 pandemic throughout the year 2020, other sources were
used.
The collected data stems from statements, comments, answers, and reflections contained in
various publications including biographies, autobiographies, memoirs and other nonfiction
books written by authors from their close circle (e.g. [Perarnau; Judd, 2017]), or co-authored
by the head coaches in question (e.g. [Ancelotti et al., 2017]), or publications from profes-
sional association (e.g. [Carson, 2013]). Other sources are newspaper articles (e.g. [Guardi-
an Sport, 2017]) and audio-visual material from interviews, documentaries, lectures and con-
ferences (e.g. [USI Events, 2019; Università degli Studi della Campania, 2019; London Busi-
ness School, 2019]). The latter were transcribed verbatim (including pauses, interjections
and onomatopoeias) by ear. Sample crosscheck with peers, and with native speakers as far
as not easily intelligible due to noise background, was performed after transcription.
Sources in different languages were consulted, thereby increasing probability to find mean-
ingful evidence. Next to English, sources in Dutch, French, German, Italian, Spanish and
Portuguese were considered, as these are the languages of the initially targeted football
53 For example, AP Archive, El Mundo Deportivo, Sportsfootage, L’Équipe, La Gazzetta dello Sport
58
coaches and of targeted representative globalised top-flight leagues. Coaches were

screened from the following top-flight leagues were screened: The Netherlands’ Eredivisie,
England’s Premier League, France’s54 Ligue 1, Austria’s and Germany’s Bundesligen, Italy’
Serie A, Argentina and Spain’s Ligas, Brazil’s Série A and Portugal’s Primeira Liga. As a
result, media with extensive coverage of global football in the forms of match transmissions,
interviews, commentaries and reports are commonly working in these languages. However,
as the data collection process was advancing, material in Dutch and Portuguese were
skipped due to a comparatively low hit rate; these were discarded from the database in AP-
PENDIX E . Data in the other five languages55 is extensively available and readily accessible.
Except for entry {294}56, APPENDIX E features the statements in original languages from the
referenced source. The quotes/evidence were not translated before the subsequent data
analysis, thereby remaining close and faithful to the original data. Furthermore, translation
would have been time-consuming without appreciable benefit for the analysis. Coding, cate-
gorising, memoing were done in English.
Statements from/about twenty-eight head coaches, one sport director and one assistant
coach were gathered. These are either their own statements, or comments from their peers,
staff members, players, biographers, observers and journalists. Short profiles/officials of the
sampled head coaches with name, nationality, language skills, highest competition level or
leagues, and years of experience are listed in APPENDIX D . The following requirements for
the targeted individuals according to Sub-section 3.1.3 were not fully met:
 Expert 3 do not fulfil the experience requirements of minimum 8 years in the top-flight
leagues, continental or global competitions. Expert 3 is not a head coach but a former
player and an assistant coach.
 Expert 16 is not a head coach but a technical director and scouting expert who oper-
ates on global scale for talent hunting.
These deviations are deemed acceptable for a first exploratory approach. Moreover, these
individuals still offer meaningful first-hand insights into the environment of elite leagues due
to the fact that they have been associated to the industry for a much longer time than 8
years, and are in regular exchange with the main target group for the present study (e.g.
membership in the League Managers Association in the UK with joint development pro-
grammes [Carson, 2013, p. 6]). Also, their inclusion served to make the data source broader
and not being one-sided from the perspectives of fewer individuals. This caters for balance in
the statements because more material is available on some head coaches than on others. In
general, data was readily available and accessible for the more experienced coaches in
years, in competition level and variety of working places/countries.
For contemporary relevance, the majority of the consulted sources/data date back between
the years 2001 and 10th December 2020. As presumed following the necessary change for
data collection strategy, a wide range of secondary data satisfying the data collection guid-
54 … and Monaco’s
55 Linguistic Big Five? See Section 1.2.
56 Spoken Alsatian transcribed to Standard German
59
ance/sub-questions (see APPENDIX C ) could be found. The result of the data collection in
text format is an equivalent of 70 pages in A4 paper size57.
Since data was acquirable and accessible without restrictions, no consent for further use was
formally requested. Assessment of secondary data quality prior to use followed Scott’s
(2014) recommendations:
 Authenticity: As explained in Sub-section 3.2.1.2 and demonstrated in APPENDIX E ,
data source and other properties were systematically recorded to form the datasets,
thereby ascertaining authenticity.
 Credibility: Neither negative evidence nor disclaimers tainting the veracity of the
statements or evidence were found. For an area and individuals overly mediatised,
inconsistencies or untruthfulness were likely to be reported and found during data col-
lection. Moreover, neither controversies nor speculations emanate from data.
 Representativeness: The data represents each individual speakers’ or writers’ subjec-
tive point of view, which is key for the present research. Moreover, the representa-
tiveness lies in these individuals being members of the target group for purposive
sampling, or closely associated. And finally, no single or isolated cases were found
only with one of the sampled individuals, thereby contributing to the representative-
ness of the finding.
 Meaningfulness: Contextual records/remarks for primary collection enhanced mean-
ingfulness in the data. Only for few exceptions, the context in which the statements
were originally collected is not traceable. For instance, the reference questions to the
answer were trimmed from the recordings (e.g. entries {3} to {15} in APPENDIX E ),
or the exact setting in time or space of the statement is not explicitly given. Neverthe-
less, the statements’ contents are sufficiently meaningful and unambiguous for further
analysis.
The datasets are provided in tabular layout in APPENDIX E . Explanatory notes for the data-
base columns are given in Table 11 - in a transposed layout on the next page.
Database was created and organised in Microsoft Excel. Quotes/evidence were exported to
the software MAXQDA version 2020 for computer-assisted analysis.
57 Identical with the core text of the present document: font: Arial, size: 11
60
Dataset column title Explanation Example

Position number in the database, useful {416}
Entry Number
for cross referencing
The actual evidence, logged with page p. 87: He [Eriksson] has instilled
number from books or time stamp for self-belief. He does all his talking
Quotes/Comments transcribed audio/videos files beforehand. I think he feels that’s
enough. He’s not one to leap off
the bench shouting orders.
Individual who made the comment or Gerrard Steven [Eriksson]
Speaker [Subject] statement [Coach for whom comment or
statement applies]
Whether comment or statement was referred quote
directly gathered (direct quotation), taken
Type
from a third source (referred quote) or an
observation (speaker/author’s comment)
Detailing the context in which the com- on how he perceives Eriksson
Context ment/statement was made, or the ques- after 2 years of collaboration
tion if from an interview Reference: soccer.net
The occasion at which comment or state- eBook
Setting/Medium ment was made or gathered/ Type of
medium such as book, vide
Person who primarily gathered the com- Birkinshaw Julian, Crainer Stuart
Author/Interviewer
ment or statement
Book or video file or conference title, as Leadership the Sven-Göran Eriks-
Title retrieved son Way - How to turn your team
into winners
Individual or organisation that made the Capstone
Publisher/Editor/Producer
data available
Language in which the comment or English
Language
statement was gathered
Publication Date [re- When the evidence was released [when it 2004
was accessed for the present study]
trieved]
Uniform Resource Locator for data gath- -
URL
ered from the world wide web
Format of the gathered comment or Text
Original format
statement (e.g. text, video file, ...)
Table 11: Explanation of Database in APPENDIX E (Transposed Layout)
61
4. Qualitative Data Analysis Results and Findings
The analysis of the collected data in APPENDIX E reveals patterns of the head coaches’
competencies that may be divided in five main categories:
 Personal traits or those individual characteristics virtually unrelated to the job or posi-
tion, see Section 4.1.
 Cognitive competencies type of knowledge or intellectual properties: Section 4.2.
 Operational and strategic competencies required for or displayed in action see Sec-
tion 4.3.
 Intrapersonal skills, directed inward, for improvement or maintenance of cognitive or
emotional/attitudinal competencies: Section 4.4.
 Managing relationships and others, to interact with the outside environment: players,
collaborators, media, fans, and opponents: Section 4.5.
Since the approach of analysis is qualitative, the findings in the following sections are to be
understood in terms of frequency. Neither are they presented in any order of priority.
4.1 Personal Traits
Personal traits are those attributes and competencies that are not directly conditioned by the
job or tasks. They consist of two sub-categories of character and attitudes or beliefs/values.
The character may be seen as a blend of personality and stable states expressed in behav-
iours, such as courage, ambition or passion. Table 12 provides the list for personal character
with short description and example referring to the entry number in APPENDIX E .
Character
(Naturally) maintaining tranquil composure in focus and emotions, e.g.
Calmness
{438}.
Down-to-earth Acting/thinking reasonably without pretensions, e.g. {378}.
Vulnerability Emotional vulnerability: e.g. {219}.
In sporting terms, in standards and expectations in area of life to himself
Highly ambitious
first, e.g. {254}.
Strong emotional involvement in any area, about the game, about peo-
Passionate
ple, about learning, e.g. {267} {380}.
Inner drive to succeed Intrinsic motivation, ideally transferred to others, e.g. {179}
Genuine interest in the person/ 1) To discover and understand people or 2) to develop or properly train
personality talents, e.g. {381}.
Towards players, staff, e.g. recognise potential and talent in an allegedly
Generosity undisciplined talent that may jeopardise his own career and credibility,
and giving him a chance to play and prove others wrong. {238}.
Related to values, visions and their achievement. Not necessarily relating
Determination
to competition, e.g. {16}.
Related to competition, e.g. not giving up after loss, different from "De-
Fighting spirit
termination", e.g. {2}.
62
Character
Perfectionism For task completion and player achievements, e.g. {137}.
Sense for aesthetics Relating to the game at highest level and to players' attribute, e.g. {120}.
Facing challenging, uncertain situations, e.g. insisting press conference in
Courageous
a foreign language with limited skills {417}.
No fear of defeat Particularly when winning a winning streak, e.g. {37}
Affectionate Creating or not excluding an emotional bond, e.g. {308}, {2}.
Awareness of own weaknesses or impotence, and the capability to step
Humility
back or seek support, e.g. {20}.
Showing no fear or hesitation to delegate or responsibilities or hand
"destiny" to players, staff, executives, strangers, foreigners. Thanks to
Trusting
relationship building, knowledge/understanding of human nature and
loyalty to people. e.g. {205}.
Operative consequence: dealing with or ignoring rumours/damaging
Strong/durable character
public opinion, e.g. {254}.
Related to behaviour and attitude, i.e. to rules and values e.g.: group
Uncompromising
over individuals, training well, e.g. {313}.
Winning mentality At all costs, even ugly wins, e.g. {261} {41}.
Being/remaining honest and aligned in values, actions and thinking, to-
Integrity wards others and self; including confronting others. This character does
not contradict adaptiveness, but is congruent with values, e.g. {177}.
Achievement requirements, professionalism to self, to players, to staff,
Demanding/challenging
to executives, and even to fans, e.g. {126}
Table 12: Global Football Head Coaches Personal Character
Attitudes and beliefs are empirically and/or cognitively developed and represent traits that
may be elaborated. These traits build the foundation, motives and targets for actions. Table
13 provides the list for personal attitudes and beliefs with short description and example re-
ferring to the entry number in APPENDIX E .
Attitude and Beliefs
Acknowledging and grounded to where they came from/what they've
Awareness of roots
been through to where there are today, e.g. {3}, {441}.
Not only themselves but the group/organisation they are influencing,
Away from ethnocentrism
e.g. {174}.
Wanting to know how others are, what others do, wanting to go beyond
Cross-border attitude
their boundaries, e.g. {148}, {3}.
Welcome or even look for different perspectives, people, not only dif-
Embrace diversity
ferent origins or culture, e.g. when building a team {159}, {204}.
Confidence and comfort outside comfort zone: abroad, in an unfamiliar
Feeling comfortable
setting, in a new language, etc., e.g. {302}.
Multicultural mindset Seeing normality and naturalness in cultures co-existing, e.g. {293}
Advocating internation- Clearly expressing the wish to intentionally bring people of different
al/global society origins together, e.g. {394} {289}.
What is principally important/right (and apparently not-negotiable) for
Values
the individuals or the group, e.g. {385}.
Vision Conceptual form of what they want to achieve or see, e.g. {181}.
A morale based attitude also responsibility towards society, legacy,
Ethical/social accountability
organisations, towards self, e.g. handling everyone equally {122}
63
Attitude and Beliefs

Driven by the belief or force that actions are meaningful to others/for
Humane-oriented motiva- others. Believing in the good humane nature of people and ultimately
tion able to trust them, e.g. {42}. Not entirely covered by philanthropist,
altruist or humanist.
Complying to employer's requirements (country or club) and acting
Identification with organisa-
congruently in professional terms, including fighting to win, defending
tion
policies, maybe speak their language, e.g. {403}, {77}
Providing a platform that welcomes any person from any culture with
Inclusive
various needs {189}.
Critical of extrinsic motiva- Motivation for excellence at this level should come from the players e.g.
tion {467}.
An extension of open-mindedness and including holding no grudge or
Non-judgmental hard feelings towards journalists or in describing individual characteris-
tics of national leagues or players, e.g. {329}, {125} .
Believe in leveraging sport The role of sport in education or in development/maturation of individ-
for growth ual, e.g. {239}, {200}.
Believe in sport's im- The ethical and functional role in bringing people together, e.g. {176},
portance in society {434}.
Table 13: Global Football Head Coaches Personal Attitudes and Beliefs
4.2 Cognitive Complexity Competencies
Cognitive complexity relates to type of knowledge or intellectual competencies. They are

generally domain-related. The competencies are listed in Table 14 with short description and
example referring to the entry number in APPENDIX E .
Cognitive Complexity
Tactics/playing systems, assessing the opponents, players character-
Proven domain-expertise knowledge
istics however not sufficient, e.g. {446}
Sound judgment for decision-making, processing overflow of com-
Intellectual intelligence
plex information as a result of multiple sources, e.g. {35}, {50}, {94}.
Whether players or collaborators, e.g. assessing before inviting for
Recognising talents
interview, e.g. {346}, {379}
Thinking outside the box, transfer/leverage ideas between fields,
Unconventional thinking exchange with specialists from other fields (psychologists) or disci-
plines (rugby), e.g. {49} {482}
Integrating various information from Information or legacy from different generations, people, countries,
multiple sources culture, other fields e.g. {256}
Table 14: Global Football Head Coaches Cognitive Complexity
4.3 Operational and Strategic Competencies
Operational and strategic competencies are those required or displayed in action. They are
generally domain-related. This category includes (Intercultural) Communication Competen-
cies that are sub-categorised in nine distinct competencies. The competencies are listed in
Table 15 with short description and example referring to the entry number in APPENDIX E .
64
Operational and Strategic Competencies

Gathering insights by the scanning environment, players' pro-
Scanning environment, people,
files/personalities, opponents, change in the job or society for opera-
society
tional purpose, e.g. {159} looking for strength/qualities in players.
Situational or topic adaptiveness, i.e. in a country, cultural/societal
Adaptiveness trends, playing style/tactics, people. Sub-skills are listening, scanning
environment/people and learning, e.g. {157}.
Change agent Establish or revise practices, growing players/collaborators, e.g. {297}.
Creating relationships, individual or across the group/team building
Relationship building
(boundary spanning), e.g. {159}.
In kind (people, football), in duration, in width and depth, e.g. {37} "Fear
Multivariate experiences
is the biggest weakening factor."
Assertive An expression of confidence resulting from knowledge, e.g. {246}, {459}
In their decisions relative to the game, including not necessarily relying
Freedom to remain subjective
on statistics or on others' warnings, e.g. {238}.
Creativity/leveraging of experi- Call similar schemes or reproducing proven approaches, or blending
ences many for an issue at hand, e.g. {192}.
Intuitiveness/counter-
Situational decision-making, e.g. {50}, {238}.
intuitiveness
Knowing own limits or weaknesses, in whichever area they do not un-
derstand: analytics, players, language, organisation, culture e.g. cultural
Stepping back/seeking support
link in an organisation/a country {350}, specialist staff-members {393},
relationship management {456}.
Accepting uncertainty Featured in preparation of the game, e.g. {72}.
Tension reduction and search of synergy with Euclidian cultural distance
Leveraging cultural distance
e.g. {53}, however carefully not to exclude others, e.g. {318}.
Leveraging historical/cultural Of the club/country/people e.g. {280} Japanese' collectivism and physical
legacy stature.
Wanting tasks to be done with highest attention and excellent results,
Meticulousness and acting accordingly, e.g. extensive traveling to scout players {419} or
analysing opponents in every single detail {117}.
Dealing with public opinions Ignoring rumours, public opinions, and judgment {403}.
Set of skills and attitudes used to interact with others, including the
(Intercultural) Communication
medium (e.g. speaking) or setting (dialogue in individual exchange), the
Competences
style (humourous and persuasive).
Recognise which style is appropriate: verbal, touching, screaming, which
Communication styles audience including multicultural and sometimes using universal lan-
guage, e.g. {224} scream.
Often linked to issues related to fluency and affecting operation, e.g.
Speaking different/foreign emotional triggering or loss in translation. The general attitude, howev-
languages er, is that languages must be learnt, even at the expense of making mis-
takes or not being properly understood, e.g. {139}, {77}.
Communicating through domain-specific understanding, which should
Speaking meta-language of
be universal and understood by those involved, e.g. understanding what
football
passing means, e.g. {111}.
Body/kinaesthetic intelli- As appropriate or expected in an activity such as sport, recognising and
gence leveraging it, e.g. {111}.
A constellation in regular operations, requiring a type of communication,
Press/media communication
e.g. {404}.
A constellation in regular operations, requiring a type of communication,
Individual communication
e.g. {145}.
65
Operational and Strategic Competencies

The manner to transmit messages, e.g. explaining rules or setting expec-
Unequivocal communication
tations, e.g. {238}, {443}.
With respect to perceived own failure or challenge, or to deal with hos-
Humour
tile interlocutors, e.g. {132}.
Type of communication reflecting societal paradigms or personal convic-
Persuasive
tion, e.g. {228}, {286}.
Relating to organisation in terms of strategy, and also to player devel-
Long-term visionary
opment, and for them and their staff personally, e.g. {267}.
Head coaches' tangible and perceptible behaviours that instill the urge
Inspirational
to act in others beyond their current limits , e.g. {248}.
As expressed by others (players, peers/collaborators) in how the head
coaches' qualities appeal to them or lasted on them, e.g. {481}.
Charisma
Note that this one was less frequent than “inspirational” in the data
because statements from players or collaborators are scarce.
Table 15: Global Football Head Coaches’ Operational and Strategic Competencies
4.4 Intrapersonal Competencies
Intrapersonal or managing-self competencies are catering for learning and improvement pro-
cesses (Table 16), or for emotional well-being and regulation (Table 17). The competencies
are listed in these two tables with short description and example referring to the entry num-
ber in APPENDIX E .
Inquisitiveness
(Wanting to) explore the unknown, e.g. new assignment with new
Readiness for the new
collaborators in an unknown country, e.g. {264}
Understand or practise new additional skills or reinforce competen-
Eager to learn cies, e.g. new tactical schemes or collaborators' opinions/feedback,
e.g. {256}
Not ignoring that things may not go well, which is before they are
Willingness to make mistakes
undertaken, e.g. {74}
Open-mindedness To solutions, to practices, to opinions, to people, etc. e.g. {153}
Learning about subject as diverse as use of technology, coaching or
tactical schemes, languages, thinking schemes, people, etc. Equally,
Learning about/from others
the sources range from peers to staff, players and people outside the
business, e.g. {322}.
As a result from experience or as an initiative action, i.e. the capabil-
Continuous learning
ity to learn, e.g. {415}
Reflection-reinvention Critical to self and reassessing or reworking ideas, e.g. {267},{ 72}
Fast learning/adaptation The pace of the learning process, e.g. {30}
Effort and dedication in professional Learning towards alignment of competencies with actual job re-
growth quirements, e.g. {7}, {358}
Varying from person to person, however the data reveal activities
Activities/interests outside core
such as investing in companies without any apparent relation to
business
football, e.g. medical company {479}, lecturing at universities {380}.
Table 16: Global Football Head Coaches Managing-self Competencies Inquisitiveness
66
Emotional States Regulations

Inner strength for coping with external and internal con-
Stress/pressure resilience
flict, pressure or turmoil, e.g. {374}.
Attitude resulting from self-management and emotional
responsiveness. Focus/composure to appropriately navi-
Composure
gate emotionally charged, both in difficult {267} and in
positive moments {424}.
A self-management technique, often necessary process to
Externalise emotions terminate a process and start another one, e.g. partying
following a win, and then move on to the next game {424}
Acknowledging/displaying emotional strain
Outburst not unusual, e.g. {412}
limits
Different from "willingness to make mistakes" because
Accepting defeat/failure/mistakes this one is after the event, and is about being comfortable
with it, e.g. {250}
Keep track of events, possibly to turn it as a motivation,
Not letting go
e.g. {78}.
Table 17: Global Football Head Coaches Managing-self Competencies: Emotional States Regulation
4.5 Managing-Relationships and Others Competencies
The competencies in this section relate to those displayed or put into action when directly
interacting with individuals or a group of individuals (e.g. player, team, media), and also indi-
rectly as with fans or with opponents. The competencies are listed in Table 18 with short de-
scription and example referring to the entry number in APPENDIX E .
Managing Relationships and Others
For emotional states, needs, meanings, gestures, interactions of/with players,
Scanning people staff members, fans, opponents, journalists for the purpose of the interaction,
e.g. {168}
Understanding of needs, emotional state, gestures, and correspondingly lever-
Knowledge/understanding aging insights. Paired with scanning people, it is the part that aids the insight,
of human nature for example to be aware of player's personal environment, e.g. for players
away from home {61}.
Attitude including being (1) sensible, (2) empathetic and (3) tactful, i.e. having
the (1) sensibility to try to (2) understand others and, when they do, (3) act
Considerate
accordingly. It applies to both short-distance (direct) and long-distance/wide
(e.g. fans over the globe) interactions, e.g. {109}
Allowing space, freedom, and not controlling or not wanting to control, e.g.
Ambiguity/uncertainty systematically letting players rest whatever the situation or intermediate result
tolerance {103}, or not interfering in their private lives and potential consequence on
performance {85}.
Part of relationship building, including emotional involvement. There are two
Do not avoid closeness negative cases for this one, justified with a potential conflict between personal
relationship and professionalism, e.g. {94} and {273}.
Sensibility to relevance of culture, capability to analyse and appreciate cultural
Cultural aware-
properties and implications, e.g. importance of speaking a language of the
ness/appreciation
organisation's home country {77} or read publications about the country {420}.
Motivator Instilling will/state to win, taking fear away, not demotivate, e.g. {380}, {388}
67
Managing Relationships and Others

Expressing respect, admiration and/or gratitude towards players, staff, execu-
Valuing others tives, fans, club, mentors, opponents or rivals, for their knowledge, their
achievement, their being, their contribution, their challenges, e.g. {272} {484}
No self-protection, sharing with peers and collaborators, e.g. {114}, and also to
Share knowledge
players, e.g. {389}
Credibility Acting convincingly as to be accepted and/or understood, e.g. {166}, {387}
Direct and simple interac- As opposed to sophisticated/intricate/indirect or energy draining, e.g. {178},
tions {387}.
Consistent with the underlying principal of collaboration that is relationship,
Loyalty to people
e.g. {272}, {341}, slightly in contrast to identification with organisation.
Conciliator For conflict management {221} or when leveraging diversity {278}.
Networking As a direct or indirect result of relationships, e.g. {55}, {342}.
Part of growing people, whether players, collaborators, both technically and
Mentoring
personally, e.g. {347}, {396}.
Table 18: Global Football Head Coaches: Managing Relationships and Others Competencies
4.6 Findings Outside Initial Framework
In the next two sub-sections, observations resulting from the processing and analysis of data
as well as memos related to optional questions in the data collection guidance in APPENDIX
C are shortly described.
4.6.1 Transformational Self
Across the data and overarching the competencies is the transformational process many of
these head coaches have been continuously undergoing. This is often observed in conjunc-
tion with the experiences of having lived and worked in different leagues/countries, adversity
and adapting to job and situations requirements:
{484}: “I don’t think there were any specific moments when I learned how best to re-
spond in such situations. It comes gradually, with experience. Life teaches us about
these things as we get older. This is an important idea too. As we grow and gain expe-
rience, we should never stop learning. My players, staff, family, the culture, language –
there is so much around me that I can learn from, and a good leader must never stand
still. In fact, we can’t afford to, especially considering how quickly the football environ-
ment can change. It is vital, too, that the players see that I am also learning. Firstly, and
most importantly, you have to want to learn. I actually find I learn mostly from my own
team. What can I do with my players, with our style of play? Can I change something? I
will either test something out and learn in that way, or I will listen to the players and
learn from their responses.”
The transformational process is also observed as directly resulting from competition:
{135}: “(...) They help me ... the big coaches, and José [Mourinho] is of course one of
them ... they help me to reach another level like a coach ... So my experience against
68
him, against for example Jürgen Klopp in Dortmund, or in that time in Dortmund Thom-
as Tuchel and a lot of coaches and managers in Spain, in England, they made me bet-
ter (...)”
The transformational-self meta-competency emerged as an aggregate of competencies from

each of the categories in the previous sections of this chapter. These are highly ambitious
and humility (Table 12), multicultural mindset (Table 13), integrating various information from
multiple sources (Table 14), adaptiveness and stepping back/seeking support (Table 15),
continuous learning (Table 16), ambiguity/uncertainty tolerance (Table 17), and valuing oth-
ers (Table 18).
4.6.2 Leadership Styles
Similarly, overlapping of competencies and of explicit segments in the data point to three
patterns of leadership styles: Empowerment (upward, downward), shared leadership and
convincing leadership.
First, empowerment (upward, downward) is mainly rooted in the character of humility and
trusting (Table 12) and the operational and strategic competency of stepping back/seeking
support (Table 15). The data reveals multiple cases of delegating tasks, responsibilities and
duties to players (e.g. {19}, {387}), to the coaching staff (e.g. {186} {195} {203}) or to hierar-
chical superiors (e.g. {484}).
While tasks and duties are distributed across various people or groups, and again rooted in
the same competencies as for empowerment (upward, downward), the second pattern of
shared leadership emerges in correlation with valuing people (Table 18) and learning
about/from others (Table 16), e.g. {208} {249} {357}.
The third leadership style is a product of the scanning environment and people, and persua-
sive communication competency (both Table 15), the considerate attitude towards others in
Table 18. This is best exemplified by the following quote:
{185}: “There are two types of players: the players who bring what they have to the
team to make the team good, and players who use the team to make themselves look
good. When you encounter the second type, communication skills are absolutely criti-
cal if you are going to convince them that they are on the wrong road.”
Other examples of head coaches acknowledging persuasive discourse as a feat of their

leadership styles are found in {175}, {191}, {193}, {229}, {386} or {493}. Leading by convinc-
ing or persuading implies engaging the follower in a reflective process. This style of leader-
ship is often explained by the head coaches as a result of societal change according to their
scanning of the environment/people/society, e.g.: {17}, {220}, or in a quote in English:
{155}: “The human beings that we deal with now are more fragile than they ever were.
They are cocooned – brought up differently. They are often protected by parents who
live their lives through the success of their kids.”
69
5. Discussion and Limitations
The findings from Chapter 4 are discussed in the following. The discussion starts with struc-
tured comparison with the findings from the reviewed literature in Section 2.4:
 With respect to few examples of the global leadership competencies detailed in AP-
PENDIX A and summarised in Table 9: Section 5.1.
 Commenting on the transformational-self competency: Section 5.2.
 Leadership styles: Section 5.3.
Finally, limitations to the presented research are outlined in Section 5.4.
5.1 Findings from Reviewed Literature and Findings from this Re-
search
Since the findings result from an exploratory approach and no direct comparison in the same
field or same boundaries is possible, a first discussion relates to findings on global leadership
from the literature. As the nested global leadership competencies from [Mendenhall et al.,
2018] will be used as a main reference. These competencies were briefly introduced in Sec-
tion 2.4.2 and are available in APPENDIX A .
First, the grouping in “business and organizational acumen competencies”, “managing peo-
ple and relationships” and “managing self” from the literature are not entirely matched by the
findings. Although overlaps are registered in terms of competencies or even of grouping, the
data structure and contents is not conducive to such a matching. Also, it should be noted that
the nested global leadership competencies in APPENDIX A result from a synthesising of
various studies that at best overlap but were not matching [Bird; Mendenhall, 2016, p. 122].
Nevertheless, conceptual and/or semantical overlaps can be observed within similar catego-
ries: “managing people and relationships/managing relationships and others” such as “valu-
ing people/valuing others”, or “empathy and emotional sensitivity/considerate.” The same
applies between “managing self/intrapersonal competencies” for “inquisitiveness” including
sub-categories such as “open-mindedness”, “motivation to learn/eager to learn”, as well as in
both “character” for “courage” or “integrity”. When comparing across the grouping and cate-
gories, more overlaps or identical competencies are observed, e.g. “cultural aware-
ness/cultural awareness/appreciation” or “language skills/speaking different/foreign lan-
guages.” Some competencies do not exist at all in one or the other grouping or categories.
For example, “sense of aesthetics” and “press/media communication” were found only with
global leaders from the sporting area, while “using systems theory” and “global capitalist”
relate more to the corporate business area. Similarly, no conclusive evidence was found in
the collected data to assert the existence of global mindset, with the combination cosmopoli-
tanism and cognitive complexity as discussed in the first two paragraphs of Sub-section 2.4.2
with the definition from [Levy et al., 2007]. Cosmopolitanism may be expressed in the syn-
thesis of different traits and competencies such multicultural mindset, cross-boarder attitude,
70
speaking different/foreign languages and advocating international/global society. A further

correlation of the traits, however, is not within the scope of the present study.
Therefore, a conclusion from the data is that even on the global scale, differences in leader-
ship effectiveness are driven by the type of industry or characteristics of the position as ob-
served already for traditional leadership [Yukl, 2013, p. 362]. For example, the global leader
from the sporting area is more likely to be in the focus of the media, and communicate or
influence the public from the distance than the global leaders from the corporate business
area. Under these premises, operational skills such as speaking foreign languages might
essentially differ in motivation, practice and perception. Global leaders in the sporting area
speak or at least often build a working knowledge of the local language in order to trigger
emotions (e.g. {151}, {414}) or because they see it as part of their duty (e.g. {77}, {339},
{403}, {414}, {464}), although the head coaches could leverage the meta-language of football
(e.g. {111}, {137}, {316}, {415}) to the restricted area of the pitch because there is no lingua
franca in the discipline (cf. {109, {380}). These leaders are willing to say a few words or hold
entire press conferences in a barely familiar language, thereby risking hostile public judg-
ment (e.g. {77}, {404}, {470}). This is contrasting with findings from the corporate business
area where language is perceived as an expression of status, for example cf. [Neeley, 2013;
Neeley; Dumas, 2016; Neeley et al., 2012]. These researchers pose that linguistic flaws are
sanctioned by status and power loss, either as felt or perceived by the individual her-/himself,
or signalised by interlocutors such as native speakers.
5.2 Transformational-Self: Triad and Head Coaches
Regarding the transformational-self competency described in Sub-section 4.6.1, its designa-

tion and the insights and understanding it entails call up Brake’s (1997) triad with the trans-
formational self at the middle of it (see also Figure 9). He defines his transformational self as
“a philosophy of possibility and personal engagement with the world—that is, a drive toward
meaning and purpose through activity strengthened by reflections, personal mind manage-
ment, and openness to change.” [Brake, 1997, p. 44] These properties are also found in the
profile of individuals who are:
 Multicultural mindset and valuing others: “a philosophy of possibility and personal en-
gagement with the world”
 Highly ambitious: “drive toward meaning and purpose”,
 Humble, stepping back/seeking support, continuous learning: “through activity
strengthened by reflections”;
 Integrating various information from multiple sources: “personal mind management”;
 Adaptive and with ambiguity/uncertainty tolerance: “and openness to change.”
Nonetheless, this finding will be ascribed to serendipity since Brake’s investigations and the
elaboration of his Global Leadership Triad are of another magnitude than the research activi-
ty presented herein. The observed transformational process may merely result from the ex-
71
patriation processes or from being exposed to foreigners, and new experiences. Investigation
on expatriate/repatriates showed a change in the individuals that positively affect self (e.g.
more mindful and letting go), the attitudes with regards to world view (e.g. open-
mindedness), functional/operational skills (e.g. interpersonal and communication skills) and
cognitive competencies (extended general knowledge), cf. [Osland, 1995].
5.3 Convincing, Empowering and Shared Leadership Styles
Convincing leadership, as stated in Sub-section 4.6.2, involves the competency of scanning

environment and people, persuasive communication style and considerate attitude towards
others. It appears to be a fashionable leadership style in sports due to change in society and
the increasing sensitivity of players (e.g. {17}, {175}, {268}). This is contrasting with [Kelly,
2008], a study on leadership style in professional football. Kelly’s (2008) finding is that head
coaches practise an authoritarian style [pp. 402, 416]. While the interviews featured then58
players from the English Premier League, it is not made clear whether the head coaches
included some of those used as target samples in the present study.
Regarding empowerment (upward, downward), only one research on global leadership ex-
plicitly mentioned it in search from global leadership competencies for the future [Goldsmith
et al., 2003]. The rationale emerging from the data is that a structure such as coaching staff
with a range of specialists (e.g. {384}, {393}) or leaders in the squads (e.g. {82}, {334}, {468})
enables the head coaches to delegate them and give sense of responsibility. Another ra-
tionale. This also contributes to the third style, shared leadership across the club and in vari-
ous specialised areas, i.e. leadership is distributed across many individuals, who are leading
one another reciprocally upward/backward [Pearce; Conger, 2003, p. 1]. This is a further
confirmation of Huesing and Ludema’s (2017) field observations in the corporate business
area. They had concluded a distributed leadership as a “particularly suited to global situa-
tions where knowledge trumps hierarchy.” [p. 34].
5.4 Limitations of the Research and Findings
Reviewers of the present document and the findings should be aware of the following limita-
tions related to the research activities. First and foremost, limitations lie in the purpose of the
investigations: Exploring the concept in a new field. Further limitations are outlined hereafter.
Secondly, methodological limitations apply with regard to the Grounded Theory methodology,
which first step in finding hypotheses with purposive samples. These first findings shall guide
the theoretical for constant comparative analysis/concurrent data collection and analysis in
the process flow depicted in Figure 14.
Thirdly, although global leaders, the samples may be influenced in their competencies and
behaviours and approaches by their origins, i.e. by their Culturally Endorsed Implicit Leader-
58 Interviews had taken place in 2004 and 2005 [Kelly, 2008, p. 401].
72
ship Theories (CLTs), if global leaders and their approaches to leadership leaders are not
exempt from this theory. Except for Expert 21 who is Argentinian and has spent his entire
head coach career in England and Spain, they all originate from Western European coun-
tries, although belonging to different societal clusters of Figure 6.
The fourth limitation is still of methodological nature: Inherent limitations to the use of sec-
ondary data should be acknowledged. In particular, asking for further details or precision on
the collected data was not possible with the samples. Empirical validation of the data with
other experts from the domain was excluded due to time constraints and because the data is
deemed sufficiently ample and complementary in itself.
Still related to the methodology, no triangulation or inter-rating could be performed within the
timeframe allocated to the master’s thesis. Furthermore, inter-raters familiar with the topic,
the methodology and the languages were not available.
The conceptual approach limited the variables to personal traits of the sampled individuals.
The additional patterns of leadership styles emerged from the data. Note that the research
scope solely consisted in presenting individual traits, whereas identification of causalities was
not intended.
No direct comparison with traits from purely lower leagues coaches could take. The analysis
of the results does not contribute to quantify how much football’s global leaders differ in kind
or in degree from their local or domestic colleagues.
73
6. Summary and Outlook
The research activity presented in this document set out to explore global leadership in a
new field, i.e. how global leadership manifest in professional sports.
The investigation concentrated on high-performance/elite professional football leagues in

England, France, Germany, Italy, and Spain since these best embody global characteristics.
The head coaches are hypothesised as global leaders and are the sampled individuals in this
study. The research design addressed the exploratory purpose of the study with a purposive
sampling. The conceptual focus to answer the research question was on personal traits and
competencies of the sampled individuals. Secondary data was collected and qualitatively
analysed.
The findings on traits and competencies of the global football head coaches show overlap
with those from research activities on global leadership in other fields. Inquisitiveness is an
example of competency found both in the data as well as across the literature. However,
other competencies and traits not matching or not found in the literature strongly influenced
by corporate business environment emerged. For example, the (intercultural) communication
competencies related to the media or to fans worldwide cater for routine operation of the
global football head coaches. A drawback of the global popularity of football is the evolution
of terminologies in different languages and the missing of a lingua franca. The global head
coaches feel weakened in their tasks of proper emotional triggering of players due to linguis-
tic issues.
Patterns of empowerment, convincing leadership and shared leadership styles emerged from
the data. These may be recognised in the competencies of the global head coaches. Never-
theless, other parameters such as the structure of the clubs or the competencies of the col-
laborators and players would need to be considered to sufficiently explain these styles.
Further analysis such as correlation among the personal traits and competencies was not
within the conceptual framework. Upon cursory review during the collection process and
memoing during analysis, the data suggests a causal relationship between traits and compe-
tencies and the tasks as well as the environment in these high-performance/elite leagues.
Therefore, the following hypotheses as a next step for theoretical sampling are proposed:
 Hypothesis 1: The competencies of the global football head coaches correlate with
the job requirements and tasks.
 Hypothesis 2: The leadership styles and competencies of global football coaches are
conditioned by the structure found within the clubs including and the players, the staff
members, and within the business such as opponents.
 Hypothesis 3: The competencies of the global football head coaches are affected by
the environment external to the business, including global societal changes.
To cater for limitations of methodological nature in the present research, the theoretical sam-
pling should be extended to collection of primary and empirical data.
74
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APPENDIX A NESTED GLOBAL LEADERSHIP COMPETENCIES
A1 Business and Organizational Acumen Competencies

Vision & Strategic Thinking Business Savvy
Intellectual Intelligence Business Acumen
Foresight Business Savvy
Intuition Business Cultural Intelligence
Historical Futurist Demonstrate Savvy
Oscillation between detail and big picture Business Geographer
Environmental Scanning Economic Integrator
Understand environmental risks & social trends Global Capitalist
Using Systems Theory Results Orientation
Global Awareness Entrepreneurial Spirit
Develop a strategic business plan on a worldwide Substantive depth related to the organization’s
basis primary business processes
Responsive to Change Value-added technical and business skills
Depth of Field Developing Technical Savvy
Visioning Finding Creative Solutions
Articulate a tangible vision Manage risk on a worldwide basis
Building a shared vision Adapt and Add Value
Inspirational Third Way Solutions
Chaos Navigator Managing Communities
Strategic international understanding Customer Orientation
Strategic Thinking Stakeholder Orientation
Balancing short- and long-term considerations Building Partnerships & Alliances
Understanding Interdependence Influence Stakeholders
Able to deal with complexity Stakeholder Management
Interact with external clients from other coun-
Frame Shifting
tries
Organizational Savvy Interact with internal clients from other countries
Organizational Savvy Manage foreign suppliers or vendors
Total Organizational Acumen Build Community
Designing & Aligning Expand Ownership
Architecting Outside Orientation
Manage a budget on a worldwide basis Boundary Spanning
Demonstrating knowledge of the whole organization Bridge-Maker
Leading Change Utilizing Technology
Catalyst for cultural change
Lead Change
Change Management Skills
Change Agentry
A-1
A2 Managing People and Relationship Competencies

Interpersonal skills Cross-Cultural Communication
Emotional Intelligence Cultural Intelligence
Empathy Cross-Cultural Communication
Emotional Sensitivity Culture Bridger
Extraversion Cultural interest and sensitivity
Social Flexibility Appreciating Cultural Diversity
Agreeableness Cross-Cultural Understanding
Presence Communication Skills
Relationship Interest Mindful Communication
Interpersonal Engagement Work with colleagues from other countries
Collaborative Individualism Language skills
Sensitivity Supervise employees of different nationalities
Negotiate in other countries or with people from other
Build Relationships
countries
Results Through Relationships Cultural Self-Awareness
Intercultural Sensitivity Valuing People
Intercultural relationship Skills Respect for Others
Conflict Management Skills Respectful Modernizer
Diplomacy Cultural Awareness
Influencing/Motivational Skills Cultural Acumen
Urgent Listening Skilled People Reading
Instilling Trust Understand Actors
Empowering Others Showing Inclusiveness
Being able to empower others Pragmatic Trust
Energizing Create & Build Trust
Rewarding & Feedback Teaming Skills
Connective Teaching Team Building
Sharing Leadership Team Management skills
Develop Future Leaders Multicultural Teaming
Demonstrating appropriate confidence in Managerial ability, with an emphasis on teamwork and
self and others interpersonal skills
Coaching and Guidance Skills Team-spirited
Delegation Skills Blender
A-2
A3 Managing Self Competencies

Character Resilience
Integrity Resilience to Stress
Exhibit Character Resilient, resourceful, optimistic and energetic
Authenticity Resilience
Honesty Emotional Stability
Maturity Emotional Resilience
Trustworthy Non Stress Tendency
Make Ethical Decisions Stress Management
Self-Identity Optimism
Self-Mastery Realistic Optimism
Accounting Self-Confidence
Conscientiousness Personal Management
Self Awareness Life Balance
Core Values and Flexibility Stable Personal Life
Passion to Excel Self Regulation
Tenacity Patience
Courage Inquisitiveness
Overcoming Adversity Inquisitiveness
Flexibility Curiosity & Learning
Flexibility Aggressive Insight
Embrace Duality Open-mindedness (4)
Cognitive Complexity Openness to Experience
Thinking Agility Inviting the Unexpected
Authentic Flexibility Nonjudgmentalness
Agility Initiative
Open-minded and flexible in thought & tactics Quest for Adventure
Interest Flexibility Passion for Diversity
Tolerance of Ambiguity Humility
Creativity Confident Humility
Global Mindset Motivation to Learn
Global Mindset Learn from Experience
Cosmopolitanism
Cognitive Complexity
Thinking Globally
A-3
Conceptualisation(s)/
Author(s) [Year] Title; Purpose Methodology/methods
Framework
[Ackerson, 1942] Children’s behavior problems: Relative importance and Leader traits/ personal attrib- Review and qualitative
interrelations among traits; Elicit traits of delinquent utes analysis from survey and
children biographical data
[Penman et al., Success of the authoritarian coach;Assess effectiveness Leader traits Interview; questionnaire;
1974] of authoritarian displayed by coaches descriptive statistics
[Eden; Leviatan, Implicit Leadership Theory as a Determinant of the Fac- Implicit Leadership Theory (ILT) Questionnaire
1975] tor Structure Underlying Supervisory Behavior Scales;
Verification of hypothesis/theory
[House, 1985] Research; Exploring hypothesis of charismatic leadership Charismatic leadership Qualitative (content)
among political figures analysis of data found in
biographies
[Adler, 1997] Global leadership: Woman leaders Global leadership Qualitative analysis of
data from interviews and
secondary sources (biog-
raphies)
[Charbonneau et Transformational Leadership and Sports Performance: Transformational leadership, Questionnaires (MLQ)
al., 2001] The Mediating Role of Intrinsic Motivation; Measure with the hypothesis model: and Sport Motivation
relationship and effectiveness of transformational lead- Transformational leadership -> Scale (SMS), descriptive
APPENDIX B SAMPLES OF EXPLORATORY RESEARCH
ership by coach, intrinsic motivation and athletic per- intrinsic motivation -> athletic statistics
formance performance
[Côté; Sedgwick, Effective Behaviors of Expert Rowing Coaches: A Qualita- Leader behaviours analysis Qualitative data from
2003] tive Investigation of Canadian Athletes and Coaches; interviews
Outline successful behaviours of expert coaches
B-1
Conceptualisation(s)/
Author(s) [Year] Title; Purpose Methodology/methods
Framework
[House et al. 2004] Culture, Leadership and Organizations – The GLOBE Study Cross-cultural leadership, Culturally Quantitative analysis of data from
of 62 societies; Develop cultural dimensions, elicit differ- Endorsed Implicit Leadership Theory questionnaires, qualitative analy-
ent culture-contingent perceptions of effective leadership, sis of archival data, focus group
extend research to individual countries’ ethnography
[Kelly, 2004] A Biographical Interpretation of Women’s Journeys Interpretative biography Qualitative analysis of data from
through Athletic Leadership: Pre and Post Title IX Legisla- interviews
tion; Exploration of the life experiences of athletic leaders
[Parent et al., 2009] Understanding Leadership in Major Sporting Events: The Various, incl. transformational, transac- Qualitative analysis of data from
Case of the 2005 World Aquatics Championships; Explora- tional, multiple linkage, charismatic, interviews and archival material
tive study of leadership within a major sporting event path-goal, cognitive resource
[Kihl et al. 2010] Stakeholder Constructions of Leadership in Intercollegiate Social constructivism Qualitative analysis of data from
Athletics; Investigate sport management and leadership interviews
with focus on context and stakeholders
[Guzmán, Calpe- Preliminary study of coach verbal behaviour according to Leader Behaviour, Mediational Model Qualitative analysis of data from
Gómez , 2012] game actions; Elicit and infer coach interventions in real- observation, interview, reporting
time competition (CBAS), quantitative analysis of
data from CBAS, CAIS
[Andile; Jhalukpreya, Leadership Behaviour Preferences of Student-Athletes: A Leader behaviour, contingency theory: Quantitative analysis of question-
2013] comparative study of South Africa and India; Assessing cross-culture naire (LSS)
athletes’ preferences for their coach/sport leaders and
compare finding
[Gould et al., 2013] Best coaching practices for developing team captains; Transformational leadership Qualitative analysis of semi-
Studying the coaches’ role and behaviour and leader- structured interviews
ship style
B-2
Author(s) Conceptualisation(s)/
Title; Purpose Methodology/methods
[Year] Framework
[Hodge et al., A Case Study of Excellence in elite Sport; Motivational Transformational leadership: Qualitative (content) analysis of data
2014] Climate in a World Champion Team; Exploring the moti- Effect and development of peer from semi-structured interviews, narra-
vational environment in a rugby team leaders and motivational climate tives, autobiographies, non-academic
publications
[Morgan et al., Understanding team resilience in the world’s best ath- Transformational leadership: Qualitative (content) analysis of data
2015] letes: A case study of a rugby union world cup winning Effect and development of peer from semi-structured interviews, auto-
team; Studying the coaches’ practises to develop leader- leaders biographies, various publications
ship in others
[Ikegami et al., Creating the asset of foreignness: Schrödinger’s cat and Leader traits Qualitative data analysis from inter-
2017] lessons from the Nissan revival; Explore how to initi- views and secondary sources
ate/maintain asset of foreigness
[Huesing; Ludema, The nature of the global leaeder’s work; Foundational Leader traits, behaviour, global Qualitative analysis of secondary ar-
2017] construct definition: Global leader behaviour situation/context chival data, in-field observation, and
informal interviews
[Jones et al., 2018] Examining the Environmental Characteristics of Shared Shared leadership; Multilevel Qualitative case study of data from
Leadership in a Sport-for-Development Organization; nesting model of leadership interviews, observations, and docu-
Explore relationship between environmental characteris- ment analysis, Data collection and
tics of sport organisations and development of shared analysis guided by “how” and “why”
leadership questions
B-3
APPENDIX C GUIDANCE FOR DATA COLLECTION
Competencies
Which traits do the head coaches display/are observed
Personal characteristics: impulsive, humorous, introverted, …
Maybe biography?
Traits How to they view the world? General mindset?
How do they view the business?
Hints of attitudes?
Particular type/style of athletic coaching (tactical, technical)
Man or team or executives management outside field (training,
dressing room), outside club?
Any other skills unrelated to football?
Self-competencies How do they prepare for international opponents?

Educational background?
Skills Which type(s) of decision-making?
Which type(s) of conflict management?
How do they handle crisis/defeat?
How do they handle positive situations/results?
How do they handle public attention?
How do they approach the complexity of their jobs and envi-
ronment?
What do they do for themselves? with respect to culture? with respect to
knowledge?
How do they face each culturally diverse individual?
How do they interact with their close and "distant/global" environment?
How do they manage co-existence and interaction of multicultural/global
Interpersonal skills group?
What/how do leaders approach/handle the influence of globalisation on their
work/business?
Which communication style(s) do they use?
Optional: Nature of tasks: Which tasks are common to their jobs? What are the characteristics?
Optional: Environment: The globalised leagues
Characteristics of the globalised top-flight leagues?
What style(s) of leadership do the leaders adopt with their staff and players?
Which place does language occupy in team sport as global environment?
How is the situation of players and staff not proficient or native in the same language being handled?
Optional: (Leadership) behaviours/methods
Emotional motivation/expert motivation, setting goals/articulating vision
Styles of leadership?
What do they do with the players? With their collaborators? With others in the business?
C-1
APPENDIX D COACHES’ PROFILES
Language skills Experience

Name Nationality Highest competition level
(working knowledge) (years)
English Premier League, UEFA Champions
Expert 1 Allardyce Sam English English 20
League
English Premier League, French Ligue 1, Ger-
English, French, German, Italian, man Bundesliga, Italian Serie A, Spanish La
Expert 2 Ancelotti Carlo Italian 23
Spanish Liga, UEFA Champions League, FIFA Club
World Cup
Butcher Terry*
Expert 3 English English FIFA World Cup 0.5
*assistant-coach
Italian Serie A, Spanish La Liga, European
Expert 4 Capello Fabio Italian English, Italian Championship, UEFA Champions League, UEFA 23
European Championship, FIFA World Cup
Italian Serie A, Portuguese Primeira Liga, UEFA
Expert 5 Eriksson Sven-Göran Swedish English, Italian, Portuguese, Swedish Champions League, European Championship, 30
World Cup
Expert 6 Ferguson Alex Scottish English 27
League
English Premier League, German Bundesliga,
Catalan, English, German, Italian,
Expert 7 Guardiola Josep Spanish Spanish La Liga, UEFA Champions League, FIFA 11
Spanish
Club World Cup
English Premier League, Italian Seria A, UEFA
English, French, German, Italian,
Expert 8 Hodgson Roy English Cup / Europa League, European Championship 44
Swedish, Norwegian
FIFA World Cup
D-1
English Premier League, European Champion-
Expert 9 Hoddle Glenn English English, French 14
ship, FIFA World Cup
English Premier League, French Ligue 1, UEFA
Expert 10 Houllier Gérard French English, French 35
Cup, UEFA Champions League
English Premier League, German Bundesliga,
Expert 11 Jol Martin Dutch Dutch, English, German UEFA Cup / Europa League, UEFA Champions 17
League
English Premier League, UEFA Cup, European
Expert 12 Keegan Kevin English English, German 14
Championship
German Bundesliga, English Premier League,
Expert 13 Klopp Jürgen German English, German 19
UEFA Cup, UEFA Champions League
Italian Seria A, English Premier League, UEFA
Expert 14 Mancini Roberto Italian English, Italian Cup / Europa League, UEFA Champions 19
League,
Expert 15 McLeish Alex Scottish English 24
League
Monchi**
Spanish La Liga, Italian Seria A, UEFA Europa
Expert 16 Spanish English, French, Italian, Spanish 20
**sport manager spe- League, UEFA Champions League
cialised in scouting.
English Premier League, Spanish La Liga, UEFA
Expert 17 Moyes David Scottish English, Spanish 22
Europa League, UEFA Champions League
Portuguese Primeira Liga, English Premier
English, French, Italian, Portuguese,
Expert 18 Mourinho José Portuguese League, Spanish La Liga, Italian Seria A, UEFA 20
Spanish
Cup / Europa League, UEFA Champions League
English Premier League, UEFA Cup / Europa
Expert 19 O’Neil Martin Northern Irish English 24
League, European Championship
D-2
Expert 20 Pioli Stefano Italian Italian Italian Serie A, UEFA Champions League 10
Spanish La Liga, English Premier League, UEFA
Expert 21 Pochettino Mauricio Argentinian English, French, Spanish 11
Champions League
Expert 22 Pulis Tony Welsh English English Premier League, UEFA Europa League 20
English Premier League, , French Ligue 1, Ital-
Expert 23 Ranieri Claudio Italian English, French, Italian, Spanish ian Serie A, Spanish La Liga, UEFA Europa 29
League, UEFA Champions League
English Premier League, UEFA Europa League,
Expert 24 Rodgers Brendan Northern Irish English 10
UEFA Champions League
English Premier League, UEFA Cup, UEFA
Expert 25 Smith Walter Scottish English 18
Champions League
Expert 26 Streich Christian German German, English German Bundesliga, UEFA Europa League 10
Portuguese Primeira Liga, English Premier
Expert 27 Villas-Boas André Portuguese English, French, Portuguese League, French Ligue 1, UEFA Europa League, 10
UEFA Champions League
Expert 28 Warnock Neil English English English Premier League 5
English, French, German, Italian, French Ligue 1, English Premier League, UEFA
Expert 29 Wenger Arsène French 31
Spanish Cup / Europa League, UEFA Champions League
Expert 30 Wilkinson Howard English English English Premier League, UEFA Cup 20
D-3
APPENDIX E DATABASE OF COLLECTED RAW DATASETS
Setting Author Publisher Publication Origi-

Speaker Lan-
Nr. Quotes/Comments Type Context Medi- Inter- Title Editor Date URL nal
[Subject] guage
um viewer Producer [retrieved] format
{1} Estimamos que hay 18. jugadores Monchi direct Analysis of the scout- Web Borreg ¿Cómo El Span- 2020-02-09 https://eldes Text
potenciables que puedan jugar en el quota- ing and recruiting news- o ficha Mon- desmarque ish [2020-11- marque.com/
Sevilla. (...) Desarrollamos un proto- tion practices dubbed the paper Álvaro chi para el 06] sevilla/sevilla-
colo de fichajes que se basa en loque "Monchi Method" Sevilla con futbol-
el entrenador nos dice que necesita used by Monchi, then el Big Data? club/1193890
para cada puesto, Los analistas traba- sporting director of Scout, -como-ficha-
jan para ello per puede generar dos Sevilla FC. Scouting prevención monchi-para-
problemas. Que el entrenador no sea agent of a Spanish de lesiones el-sevilla-con-
del todo claro o que el director de- global club who assist y mercado el-big-data-
portivo no interprete de manera unknown players scout-
correcta el pedido. mature in his club in prevencion-
order to mature for de-lesiones-y-
breakthrough on mercado
global stage, e.g. from
Brazil (Dani Alves),
Columbia (Bacca),
Croatia (Rakitic)
{2} @00m06s: You know, when I ... I Mour- direct Unknown - questions Inter- NN Jose Mour- beIN Sports English 2019-12-11 https://www. Video
work in club I get ... I get this idea of inho quota- were trimmed from view inho: "That USA [2020-08- youtube.com
"I arrive, I wear the shirt". And until tion the video, no further is one 26] /watch?v=QB
the last day, I fight for that shirt the information available. problem I 8KHoR-kNY
maximum I can. And when I leave ... Content still meaning- can not find
you leave always behind: hmm ... ful. a solution
emotions, friends, memories, and ..."
then you have something negative -
compared with the positive, you
forget the negatives, you move on to
your next one. But you always feel
connected to the club, that's normal.
(laughs)
E-1
Speaker Lan-
[Subject] guage
{3} @00m47s: I am, I am. I am a proud Mour- direct Unknown - questions Inter- NN Jose Mour- beIN Sports English 2019-12-11 https://www. Video
Portuguese, Portuguese man. I think inho quota- were trimmed from view inho: "That USA [2020-08- youtube.com
.. huh ... honestly I think ... the English tion the video, no further is one 26] /watch?v=QB
football is not anymore THE English information available. problem I 8KHoR-kNY
football. Is ... is World football - with Content still meaning- can not find
so many cultures, with so many ful. a solution
influences. And all of us foreign ... ..."
foreign managers and players, we
always leave a little bit of ... a little bit
of us. And huh, you know, the reason
why I come back to Chelsea the
second time, and I went from Chelsea
to United, is because I love the coun-
try and I love the football country and
I ... I enjoy every minute of it.
{4} @01m33s: I don't think is also about Mour- direct Unknown - questions Inter- NN Jose Mour- beIN Sports English 2019-12-11 https://www. Video
the presidency and the ownerships. I inho quota- were trimmed from view inho: "That USA [2020-08- youtube.com
think is also about ... the world itself tion the video, no further is one 26] /watch?v=QB
... huh the media itself, and the information available. problem I 8KHoR-kNY
relation that also the fans they have Content still meaning- can not find
with the new medium world. So I ful. a solution
think ... huh ... is a job that the nor- ..."
mal tendency with less stability, with
more changes. I think even the rela-
tionships between people ... and
people that works together ... it looks
like is ... is also ... hmm ... a faster ... a
faster - how do you say?- degradation
of relationships, if you wanna say
that. So I think is the world. More
than the presidencies, is the world. Is
also the pressures that they are
submitted to.
E-2
Speaker Lan-
[Subject] guage
{5} @03m50s: In the beginning of it, the Mour- direct On the widespread Inter- NN Jose Mour- beIN Sports English 2019-12-11 https://www. Video
clubs they were still trying to estab- inho quota- use of social media view inho: "That USA [2020-08- youtube.com
lish some rules, and to protect some tion is one 26] /watch?v=QB
situations. But I think is a lost ... is a problem I 8KHoR-kNY
lost fight. Is ... huh ... is something can not find
you even feel at home with your a solution
children. You know ... is even very ..."
difficult sometimes to keep the rule
when we are sitting at the table,
having the meal, "no telephones" ... is
very difficult to keep it ... to keep it
now! So football players in the begin-
ning was ... "OK, you can have social
media, but not in the dressing room",
"OK, you can have but not when you
are not inside of the club." But then,
step by step, went into a ... into a
direction ... because is something is
that ... is part of their life ... is part of
their life. Huh ... years ago, finished
the game, the first thing that the
players do: get the phone, call or the
wife, or the girlfriends, or the father,
or the mother ... in this moment, the
first thing they do is to post some-
thing in Instagram. Is also business. Is
also a big business at the highest
dimension. So there are things that
you have just to ... just to ... to adapt
and learn to live with it.
{6} @06m00s: (So) there are so many Mour- direct after giving an exam- Inter- NN Jose Mour- beIN Sports English 2019-12-11 https://www. Video
ways to ... to put technology in your inho quota- ple of creating a view inho: "That USA [2020-08- youtube.com
favour. That in football, I think we tion tactical video assess- is one 26] /watch?v=QB
have to focus on ... to focus on ... on ment of a player's problem I 8KHoR-kNY
the good things that technology can performance and the can not find
do to us. possibility to share it a solution
with him remotely and ..."
immediately
E-3
Speaker Lan-
[Subject] guage
{7} @06m16s: I think nowadays there are Mour- direct unknown - questions Inter- NN Jose Mour- beIN Sports English 2019-12-11 https://www. Video
many managers that they have im- inho quota- were trimmed from view inho: "That USA [2020-08- youtube.com
mediately that bit opportunity with- tion the video, no further is one 26] /watch?v=QB
out formation at other levels. The job information available problem I 8KHoR-kNY
appears sometimes out of nothing. can not find
Huh ... I always thought to ... to ... to a solution
myself that I want my ... my big job to ..."
appear as a consequence of work,
and continuous work, and continuous
formation ... So when I have my first
opportunity choice to be the manag-
er, I have behind me, you know, a big
bag full of experience that I lived in in
different levels.
{8} @11m52s: You know ... look to the ... Mour- direct unknown - questions Inter- NN Jose Mour- beIN Sports English 2019-12-11 https://www. Video
to English Premier League. And inho quota- were trimmed from view inho: "That USA [2020-08- youtube.com
yourhave huh ... in this moment tion the video, no further is one 26] /watch?v=QB
players and managers from all around information available problem I 8KHoR-kNY
the world. You are speaking about can not find
the Italian ... the Italian group. But a solution
there was a time, a few months ago, ..."
where there was three Portuguese
managers in the ... in the Premier
League. You have the French. You
have the Argentinians. You have
Spanish. You have in this moment
managers from ... from all around the
world. I think everybody knows that
hmm ... the formation of Italian
coach has a certain profile. And if
that's the profile you want, then yes.
Then yes: You go in this ... in this
direction.
{9} @12m45s: But, for example, Chelsea: Mour- direct unknown - questions Inter- NN Jose Mour- beIN Sports English 2019-12-11 https://www. Video
[Antonio] Conte and [Maurizio] Sarri, inho quota- were trimmed from view inho: "That USA [2020-08- youtube.com
both ... the only thing they have in tion the video, no further is one 26] /watch?v=QB
common is the passport. They are information available problem I 8KHoR-kNY
both Italian. But then, the way they can not find
think football, the way they want a solution
their teams to play has nothing ... So ..."
I think nowadays is less about the
nationality, and is ... is more more
E-4
Speaker Lan-
[Subject] guage
about the way ... the way you think
and the mentality you have.
{10} @13m26s: (And) you try always to Mour- direct unknown - questions Inter- NN Jose Mour- beIN Sports English 2019-12-11 https://www. Video
find solutions for the problems. There inho quota- were trimmed from view inho: "That USA [2020-08- youtube.com
is one problem that I cannot find a tion the video, no further is one 26] /watch?v=QB
solution. Which is: when the player is information available problem I 8KHoR-kNY
playing, he likes the managers - when can not find
he is not playing, he doesn't like the a solution
manager. This ... This is something ..."
basic that you can ... you know ... you
try to control a little bit. But that's the
nature, and that nature you are not
going to change.
{11} @14m03s: Then, I think is about ... Mour- direct unknown - questions Inter- NN Jose Mour- beIN Sports English 2019-12-11 https://www. Video
like in ... in every job in ... in the world inho quota- were trimmed from view inho: "That USA [2020-08- youtube.com
... there are ... where we, human tion the video, no further is one 26] /watch?v=QB
beings, we like some people more information available problem I 8KHoR-kNY
than others. That's normal. Is the can not find
personality, is the way of being, is the a solution
way you think ... you have more ..."
chemistry. Empathy, chemistry. And
that's why some players are phenom-
enal with one manager, and then
with another one, they are not so
good - and vice versa. Is ... is abso-
lutely chemistry. Absolutely chemis-
try.
{12} @14m41s: And one of the things I Mour- direct unknown - questions Inter- NN Jose Mour- beIN Sports English 2019-12-11 https://www. Video
really want to ... to ... to analyse in inho quota- were trimmed from view inho: "That USA [2020-08- youtube.com
detail and to try to understand better tion the video, no further is one 26] /watch?v=QB
this situation is that: huh ... you need information available problem I 8KHoR-kNY
to care more about the relations of can not find
the ones you don't like. Because the a solution
ones you like, and the ones that love ..."
you, that relation you don't need to
feed it every day, at every moment.
Because is something that you are
having for granted. So you need to
E-5
Speaker Lan-
[Subject] guage
care more about the relations with
the ones that ... human nature is
human nature.
{13} @15m22s: Honestly, I don't hate Mour- direct unknown - questions Inter- NN Jose Mour- beIN Sports English 2019-12-11 https://www. Video
anyone. I don't hate clubs. I don't inho quota- were trimmed from view inho: "That USA [2020-08- youtube.com
hate managers. I don't hate oppo- tion the video, no further is one 26] /watch?v=QB
nents ... players. I don't think ... information available problem I 8KHoR-kNY
(pausing) mmm I believe so ... but not can not find
so ... not so much ... I think is more a a solution
kind of ... huh ... a tribal ... the tribal ..."
side of football. If you coach Real
Madrid, you cannot be loved by
Barcelona. If you coach Barcelona,
you cannot be loved by ... by Real
Madrid. You know ... if ... if you are a
very important player or manager in
Inter, obviously the next door, they
are not in love. And and vice versa. ...
but it's just this kind of ... of tribal
situation.
{14} @16m08s: The other day, one the Mour- direct unknown - questions Inter- NN Jose Mour- beIN Sports English 2019-12-11 https://www. Video
players that I have a great relation inho quota- were trimmed from view inho: "That USA [2020-08- youtube.com
with him, he ... he plays for a team. tion the video, no further is one 26] /watch?v=QB
And he told me "you should come information available problem I 8KHoR-kNY
here next season", and I told me can not find
"they don't love me!", he told me: a solution
"you win three matches and they will ..."
start loving you." So this is ... this is
just ... you know ... we are ... we are
professionals and we have respect for
each ... for each other. Even when we
have bad reactions on the pitch, on
the press conference. A player be
more aggressive with another one ...
is people from the same industry.
And in the end, people respect each
other.
E-6
Speaker Lan-
[Subject] guage
{15} @01m28s: Une bonne equipe sans un Wenger direct explaining the link Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
bon entraîneur ne va pas très loin. quota- between a good view Françoi qui nous [2020-06- youtube.com
Parfois, sur du court terme, elle peut tion player and a good s rend 02] /watch?v=iU
exister. Mais un bon entraîneur sans manager meilleurs ? QklO_h4cY
de bons joueurs, c'est pareil. On est - Arsène
interdépendants. Wenger, à
l'USI
{16} @01m39s: Mais un entraîneur, c'est Wenger direct giving his defini- Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
...c'est un guide. C'est quelqu'un qui quotation/view of the view Françoi qui nous [2020-06- youtube.com
dit à un groupe de personnes "Vous tion manager's job and s rend 02] /watch?v=iU
voulez gagner? Moi je peux vous role meilleurs ? QklO_h4cY
aider. Moi je connais la voie, et je - Arsène
peux vous guider pour ... pour arriver Wenger, à
à gagner. Après, c'est quelqu'un qui a l'USI
un concept clair, pour lequel il est
prêt à se battre. Mais, de temps en
temps, il faut qu'il jette son concept à
la poubelle. Parce que les situations
humaines changent très très vite - il
faut pas qu'il jette la poubelle, quand
même- mais il faut qu'il soit à la fois
résistant au stress ... extraodi-
nairement résistant au stress, capable
de prendre des décisions très très
dures. Parce qu'il faut savoir que
priver un joueur de match, c'est le
rendre chômeur. Sans couper les liens
avec lui. Donc ... c'est un phénomène
humain extrêmement intéressant
parce que tous le vendredis nous
fabriquons des chômeurs, que nous
réemployons le lundi, comme si de
rien n'était. Il faut savoir quand
même que, pendant tous le weekend,
ils nous détestent.
E-7
Speaker Lan-
[Subject] guage
{17} @03m31s: (...) je dirais qu'il y a une Wenger direct on the type of his Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
évolution entre le moment où j'ai quota- relation with his view Françoi qui nous [2020-06- youtube.com
démarré, en ...j'étais le plus jeune tion (former) players s rend 02] /watch?v=iU
entraîneur de France, et j'ai terminé (example of a compat- meilleurs ? QklO_h4cY
plus vieil entraîneur d'Angleterre, riote French player), in - Arsène
donc ... il y a eu 35 ans de différence. the particular case of Wenger, à
Et c'est vrai qu'on est passé de la a player addressing l'USI
verticalité à l'horizontalité dans him with the formal
...dans les relations . Faut pas oublier pronoun, and the
que ... euh ... un joeur, quand moi evolution of society
j'étais entraîneuràe Nancy -vous and the game
parliez de Nancy-, le joueur le mieux
payé, il gagnait vingt mille ... Francs
Français, ça fait trois mille euros,
aujourd'hui. Et que, quand je suis
arrivé en Angleterre, le joueur le
mieux payé de mon équipe gagnait à
peu près euh ... deux cent mille livres,
donc ça fait trois cent mille euros par
an. C'est ce que les joueurs gagnent
aujourd'hui en semaine. Donc euh ...
en ... en vingt ans. il y a une évolu-
tion terrible. Et la différence c'est que
quelqu'un qui devient d'un coup un
millionnaire, il veut être traité comme
un millionnaire. C'est-à-dire, il faut le
convaincre. On est passé d'un ... d e la
sphère de donner des ordres à de-
mander, à convaincre ... persuader. Et
c'est vrai que la communication a pris
une importance énorme à l'intérieur
des équipes. Pourquoi? Parce que ...
on ne traitait qu'avec des stars - des
véritables stars.
{18} @04m57s: Je ne sais pas pouquoi. Wenger direct answering how the Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
Mais jamais les joueurs ne m'ont quota- formal address by the view Françoi qui nous [2020-06- youtube.com
tutoyé. Peut-être parce que j'avais un tion players may have s rend 02] /watch?v=iU
... un grand pouvoir dans mon club, settled, even in the meilleurs? - QklO_h4cY
que je ... j'étais responsable de tout: English speaking Arsène
de la négotiation des contrats, de ... environment where Wenger, à
de ... de l'achât de la tondeuse à such pronoun does l'USI
gazon, de la structure du club, la not exist
E-8
Speaker Lan-
[Subject] guage
construction du stade, des terrains
d'entraînement. Donc, peut-être que
cette forme de pouvoir total que
j'avais dans mon club a un peu
provoqué celà.
{19} '@05m41s: Oui ...je pense que c'est Wenger direct another explanation Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
l'art d'obtenir des autres ce qu'on quota- of what leader- view Françoi qui nous [2020-06- youtube.com
pense pouvoir être victorieux. Et je tion ship/management s rend 02] /watch?v=iU
dirais que ... Il faut que vôtre projet stands for meilleurs? - QklO_h4cY
devienne le leur. Quand tu as vrai- Arsène
ment gagner, c'est que eux-mêmes Wenger, à
défendent ton projet, qu'ils se l'ap- l'USI
proprient. Et qu'ils le défendent.
{20} @06m04s: J'ai travaillé au Japon, Wenger direct on the role of partner- Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
donc j'ai ... je suis un ... par ... pra- quota- ship good players- view Françoi qui nous [2020-06- youtube.com
tiquement, par ma vie, un multicul- tion leader s rend 02] /watch?v=iU
turel ... Et euh ... quand tu arrives en meilleurs? - QklO_h4cY
Angleterre, on te met pas le tapis Arsène
rouge. Il faut que tu ... il faut convain- Wenger, à
cre, il faut obtenir des autres ce que l'USI
tu veux. Et quand ton projet est
partagé par les autres -et je dirais
même plus: quand ton projet est
partagé par les meilleurs de ton
équipe ... eux te rendent plus fort.
{21} @06m30s: Parce que ... la vie d'un Wenger direct on the evolution of Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
joueur de foot, quand il rentre le quota- players over time, and view Françoi qui nous [2020-06- youtube.com
matin entre 18 et 23, il te mange dans tion the changing attitude s rend 02] /watch?v=iU
la main. Entre 23 et 28, il est fort. meilleurs? - QklO_h4cY
Quand il arrive le matin, il rentre dans Arsène
ton club, te fait comprendre que tu as Wenger, à
besoin de lui. Donc euh ... à 29-30, ils l'USI
redeviennent plus humbles ... plus
normal. (...) Parce que ils sentent la
(Laughs)... ils sentent la montre. Et
que chaque ... que chaque année
gagnée après est remarquable pour
eux. Mais ... donc il faut ... tes joueurs
... tes meilleurs joueurs, quand tu as
vraiment un lien avec eux ... et que
tu ... qu'il faut qu'ils te renforcent
E-9
Speaker Lan-
[Subject] guage
dans ton vestiaire.
{22} @07m20s: Parce qu'il faut savoir Wenger direct on the role of partner- Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
qu'un vestiaire, c'est un ... c'est ... quota- ship good players- view Françoi qui nous [2020-06- youtube.com
c'est la jungle. Quand tu ... Il y a des tion leader s rend 02] /watch?v=iU
joueurs qui manquent des carrières meilleurs? - QklO_h4cY
parce qu'ils n'ont pas la force de Arsène
s'imposer dans le vestiaire. C'est Wenger, à
impressionant! Parce qu'à un mo- l'USI
ment donné, quand tu rentres dans le
vestiaire, il faut que tu fasses sentir
aux autres "Eh les gars! c'est moi ou
vous. Mais moi je suis prêt me bat-
tre." Après, la seconde étape, c'est
"moi et les autres." Mais au départ,
c'est "moi ou les autres." Et il y en a
beaucoup qui échouent là-dessus. (...)
{23} @07m57s: J'essaie de détected Wenger direct how he is assisting Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
toujours ... tu fais ta vie avec un point quota- players who struggle view Françoi qui nous [2020-06- youtube.com
fort. La vie de footballeur, tu ... tu la tion in the dressing room s rend 02] /watch?v=iU
fais avec un point fort. Aucun joueur in their relationship meilleurs? - QklO_h4cY
n'a toutes les qualités. Donc ... euh with others Arsène
j'essaie toujours de détecter le point Wenger, à
fort de la personne. Mais il en faut ... l'USI
le sport de haut niveau d'aujourd'hui,
c'est en gros ... dans le sport colléctif.
Parce que l'autre jour je disais ça à
Tsonga, et il me dit "oui, mais dans le
tennis, tout le monde joue sur ton
point faible." (laughs) ... en foot aussi,
en tant qu'équipe. Mais tu fais ta
carrière avec un point fort, les autres
peuvent compenser tes points faibles.
(...) Je cherche ceux-là [the strength].
Après, plus le sport avance, moins il
E-10
Speaker Lan-
[Subject] guage
faut que tu aies de trous. Et le sport
moderne exige un point fort énorme,
et puis être assez bon partout.
{24} @09m24s: Oui mais ... dans ... dans Wenger direct Commenting a quote Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
nôtre métier, il faut pas perdre sou- quota- attributed to Nelson view Françoi qui nous [2020-06- youtube.com
vent. Parce que t'as pas le temps tion Mandela: "I never s rend 02] /watch?v=iU
d'apprendre longtemps. lose, I either win, or meilleurs? - QklO_h4cY
learn." Arsène
Wenger, à
l'USI
{25} @09m34s: Et je dirais qu'un ... qu'un Wenger direct another explanation Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
entraîneur, c'est aussi un réducteur quota- of what leader- view Françoi qui nous [2020-06- youtube.com
de temps de crise - avant tout. Là où il tion ship/management s rend 02] /watch?v=iU
y en a un qui perd ...euh cinq matchs, stands for meilleurs? - QklO_h4cY
un bon, il perd aussi. Mais il en perd Arsène
que deux ... ou trois peut-être. (...) J'ai Wenger, à
jamais perdu trois matchs d'affilée en l'USI
Premier League en 22 ans. Parce
qu'au bout de trois matchs, tu es
dans une crise totale ... où même ...
où même tes propres joueurs com-
mencent à douter de toi. Parce qu'il
faut savoir que ... toi aussi, tous les
jours ... tu es dans la jungle: tu as 25
mecs en face de toi qui sont très
intelligents, qui cherchent tous les
jours un point faible. Donc euh ...
quand tu arrives le matin, il faut être
blindé, il faut être prêt, il faut avoir
ses convictions. Et il faut une force
quasi-animale pour être entraîneur.
Parce que tu es obligé de vivre
comme un sportif de très haut
niveau, ou tu t'en sors pas.
E-11
Speaker Lan-
[Subject] guage
{26} @12m56s: Ben d'abord en étant sans Wenger direct handling and leading Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
compromission avec eux. Il faut que quota- stars and other "out- view Françoi qui nous [2020-06- youtube.com
tu traites les plus grandes stars tion standing players" s rend 02] /watch?v=iU
presque plus durement que tous les meilleurs? - QklO_h4cY
autres. Arsène
Wenger, à
l'USI
{27} @13m10s: Sauf ... Il y a eût quelques Wenger direct handling and leading Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
exceptions dans les ... dans les car- quota- stars and other "out- view Françoi qui nous [2020-06- youtube.com
rières, c'est-à-dire les gars sont tion standing players" s rend 02] /watch?v=iU
ingérables. Tu lui dis "demain rendez- meilleurs? - QklO_h4cY
vous à 10", le mec il arrive à 10h15. Arsène
Euh ... et évidemment tu n'accepptes Wenger, à
pas. Et tu peux tellement leur faire l'USI
leur gue ... la guerre, qu'à un moment
donné, l'équipe te demande de ... de
faire un compromis avec lui. Pour-
quoi? Parce que il fait gagner
l'équipe. Donc euh ...
{28} @13m38s: Il faut savoir que quand tu Wenger direct how he views player Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
es dans le jeu, tu t'adresses à l'enfant. quota- types based on their view Françoi qui nous [2020-06- youtube.com
C'est anormal ... naturellement tion emotional maturity s rend 02] /watch?v=iU
anormal de faire de ton métier le jeu. meilleurs? - QklO_h4cY
Pourquoi? Parce que le jeu s'intéresse Arsène
avant tout à l'enfant. L'enfant il vit Wenger, à
dans quoi? Il vit dans le présent: Il l'USI
s'amuse, il veut qu'on le divertisse en
l'amusant. Après tu as ... tu t'adresses
aussi à l'adolescent; l'adolescent, il ...
il est toujours tant le tout ou rien: ou
tu es génial, ou tu es le roi des cons.
Et euh ... de temps en temps, tu lui
demandes de faire l'adulte. Et l'adul-
te, c'est quelqu'un qui vit de com-
promis entre ses difficultés intéri-
eures et l'extérieur. Il fait le compro-
mis. Mais tu as des gars qui restent
enfants! Mais ça veut dire aussi,
parfois, des joueurs extraordinaires
parce qu'il garde leur créativité, leur
instinct, leur intuition, ... mais dans le
quotidien, ils sont difficiles à gérer.
E-12
Speaker Lan-
[Subject] guage
{29} @14m49s: Je pense que ... avant de Wenger direct building a structural Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
faire un équipe, il faut faire un club. quota- organisation and a view Françoi qui nous [2020-06- youtube.com
Et un club est construit avant tout sur tion squad s rend 02] /watch?v=iU
des valeurs sur lesquels ... que tu meilleurs? - QklO_h4cY
peux exprimer ... que tu peux ... qu'il Arsène
faut ... qu'il faut dire, qu'il faut identi- Wenger, à
fier, et qu'il faut faire en sorte que l'USI
tout le monde les respecte. Après,
l'équipe ... elle doit adhérer au projet
de jeu de l'entraîneur. C'est pour ...
quand je disais tout à l'heure l'en-
traîneur, un tel concept : il doit avoir
un concept, il doit faire partager.
{30} @15m23s: Je donne exemple con- Wenger direct the concept and ideas Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
cret. Si je décide de ... de baser mon quota- of the manager, the view Françoi qui nous [2020-06- youtube.com
jeu sur la vitesse de récuperation du tion squad at his disposi- s rend 02] /watch?v=iU
ballon, sur la vitesse de transmission, tion meilleurs? - QklO_h4cY
sur les courses en profondeur ... et Arsène
que j'arrive dans un club où les Wenger, à
joueurs sont lents, il faut que je l'USI
m'adapte euh ... et que je m'en sorte
-le temps d'acheter des joueurs qui ...
si tu n'as pas de joueurs rapides, t'es
obligé d'adopter ton jeu. C'est pour
ça ... il faut que tu apprennes vite.
{31} @15m53s: En même temps, dans le Wenger direct working foundation Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
sport moderne, il faut créer une quota- for a complex, multi- view Françoi qui nous [2020-06- youtube.com
culture. Moi j'avais des joueurs ... j'ai tion cultural squad and s rend 02] /watch?v=iU
fait des matchs avec des joueurs ... team meilleurs? - QklO_h4cY
onze joueurs de onze pays différents. Arsène
Ce qui veut dire onze cultures diffé- Wenger, à
rentes. Au début de chaque année, je l'USI
mettais ... par groupe de cinq de pays
différents: Je disais "bon, normale-
ment on se comprends pas, mais on
va créer notre propre culture." Et euh
... par groupe de cinq, les joueurs
répèrtoriaient ce qui était important
pour eux. Je faisais la synthèse, et je
créais notre propre constitution que
je distribuais après à tout l'effectif. Et
je leur disais "voilà ce que vous avez
E-13
Speaker Lan-
[Subject] guage
choisi d'être". Et euh ... à chaque fois
qu'on sortait de la route, je pouvais
leur dire "c'est vous qui avez décidé
qu'on se comportait comme ça."
{32} @16m46s: Donc, je pense que ... Wenger direct another explanation Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
aussi qu'un entraîneur qui fait re- quota- of what leader- view Françoi qui nous [2020-06- youtube.com
specter une discipline dans un sport tion ship/management s rend 02] /watch?v=iU
colléctif, dans laquelle tout le monde stands for meilleurs? - QklO_h4cY
se reconnaît. Pourquoi? Parce que Arsène
quand vous êtes en crise, faut se Wenger, à
raccrôcher à quelque chose. Et si vous l'USI
n'avez pas de comportement de base,
souvent vous allez très vite dans le
mur.
{33} @17m48s : Ce qui intéressant dans le Wenger direct on the balance within Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
sport colléctif, c'est qu'il y a un che- quota- the squad and team view Françoi qui nous [2020-06- youtube.com
min de jeu. C'est comme si une tion s rend 02] /watch?v=iU
équipe était un seul homme. Et meilleurs? - QklO_h4cY
qu'elle ... et ... et il y a un chemin de Arsène
jeu qui se met en place, qui passe Wenger, à
naturellement par ses points forts. l'USI
C'est-à-dire, si l'arrière droit est
faible, le jeu va démarrer chez lui. Si
le milieu gauche est fort ... si le milieu
...arrière droit est fort, il démarre
chez lui ... il y a un chemin de jeu en
place assez naturellement. Et chez
l'équipe adverse, il y a un chemin de
jeu qui se met en place, et il exploite
souvent vos points forts. Mais, c'est
quelque chose ... plus le niveau
monte, plus vos points faibles
deviennent payants.
E-14
Speaker Lan-
[Subject] guage
{34} @18m48s: La causerie d'avant match, Wenger direct On pre-match briefing Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
c'est souvent quelque chose qui tient quota- in the dressing room view Françoi qui nous [2020-06- youtube.com
compte des matches précédents, de tion s rend 02] /watch?v=iU
l'adversaire, de la situation psy- meilleurs? - QklO_h4cY
chologique du moment. Et euh ... Arsène
parfois il faut être encourageant, Wenger, à
parfois il faut être dur. Mais d'une l'USI
façon générale, dans la vie, tu oublies
très vite tes qualités. Des gens ou-
blient très très vite leurs qualités.
Pourquoi? Parce ... le quotidien est
fait d'une banalité où il faut des
ressources énormes pour les sur-
monter: les réseaux sociaux, la
presse, les médias ... tout te tire vers
le bas tout le temps. Et on oublie très
vite ses qualités.
{35} @19m29s: A la fois, il y a un facteur Wenger direct On the manager's Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
qui analyse l'adversaire. Parce qu'au- quota- team view Françoi qui nous [2020-06- youtube.com
jourd'hui on a des spécialistes, tion s rend 02] /watch?v=iU
énormément de spécialistes. Un meilleurs? - QklO_h4cY
entraîneur aujourd'hui de haut ni- Arsène
veau, il est entouré de 25 personnes. Wenger, à
Il ... il a son staff à gérer. Qui lui l'USI
donne toutes les informations possi-
bles. Lui doit tirer la quintessence de
ce qu'il reçoit.
{36} @19m49s: Mais en même temps il y a Wenger direct On pre-match briefing Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
un facteur de mettre l'équipe sur un quota- in the dressing room view Françoi qui nous [2020-06- youtube.com
niveau de motivation de dynamique tion s rend 02] /watch?v=iU
colléctive qui est extrêmement im- meilleurs? - QklO_h4cY
portante. Et ... le dernier ... le dernier Arsène
coup de fouet qu'il donne à l'équipe Wenger, à
est là. C'est de placer l'équipe sur des l'USI
ondes qui lui permet d'oublier sa
peur. Et de donner ... et de donner
l'envie de gagner.
E-15
Speaker Lan-
[Subject] guage
{37} @20m19s: C'est là que j'ai découvert Wenger direct a lesson from long Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
le luxe de ne pas avoir peur de la quota- lasting undefeated run view Françoi qui nous [2020-06- youtube.com
défaite. Parce que toute la semaine tion (49 games over one s rend 02] /watch?v=iU
tu rencontres des gens, ils te disent and half year) meilleurs? - QklO_h4cY
"eh, samedi il faut gagner!" "bah ... Arsène
oui je sais, c'est mon métier." Après Wenger, à
... personne ne m'a jamais dit l'USI
"samedi il faut perdre!" Mais, quand
... on a eu un an et demi sans défaite,
j'ai découvert soudainement, qu'en
fait, c'est la peur qui est le plus ... qui
inhibe le plus.
{38} @21m53s: Et chacun vit avec ses Wenger direct a real time way of Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
peurs, avec ses doutes, mais sans en quota- handling emotional view Françoi qui nous [2020-06- youtube.com
être vraiment conscient. Et c'est pour tion fluctuation during the s rend 02] /watch?v=iU
ça que nous avons créé, après celà, game meilleurs? - QklO_h4cY
euh ... deux couleurs. Parce que ... Arsène
pourquoi ... il y a souvent des dé- Wenger, à
rapages émotionels dans le jeu. Tu l'USI
loupes quelque choses, tu te dis
"merde! j'aurai dû faire autre chose."
Et, cinq secondes après, tu es de
nouveau dans l'action mais tu es
encore dans le passé. Donc on a créé
un concept qui passé tout le temps
du rouge au bleu. Le bleu: c'est celui
que tu es on-task, celui qui est dans le
présent, il est concentré sur ce qu'il
fait; le rouge: ce que tu es dans
l'émotionel, c'est que tu es frustré
parce qu'on ne t'a pas donné la balle,
parce que tu as loupé quelque chose.
Et c'est ... on a beaucoup travaillé là-
dessus pour passer ... pour être
conscient "merde, je suis dans la
mauvaise couleur, il faut que je
revienne très vite au bleu." Le bleu,
c'est un tueur.
E-16
Speaker Lan-
[Subject] guage
{39} @21m49s: Je faisais venir beaucoup Wenger direct a real time way of Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
de spécialistes toutes les six semaines quota- handling emotional view Françoi qui nous [2020-06- youtube.com
pour parler aux joueurs d'expériences tion fluctuation during the s rend 02] /watch?v=iU
qu'ils ont vécues. Et euh ... j'ai fait game meilleurs? - QklO_h4cY
venir un gars qui était à Oxford, qui a Arsène
fait une thèse sur la ... sur les psy- Wenger, à
chotiques. En fait, le joueur de haut l'USI
niveau, il est un peu là: il a un but, il
n'y a aucune émotion qui interfère.
C'est un tueur. Et il faut essayer de le
mettre dans ce monde là.
{40} @22m27s: Si tu trouves un en- Wenger direct if he'd rather triumph Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
traîneur qui te dit "je préfère une quota- without panache or view Françoi qui nous [2020-06- youtube.com
défaite", il faut pas qu'il rentre dans tion lose in stylish fashion s rend 02] /watch?v=iU
ce métier. Pourquoi? Parce que la meilleurs? - QklO_h4cY
victoire te donne le temps de corriger Arsène
ce qui n'a pas été. La défaite remet en Wenger, à
question tout ce que tu as fait. l'USI
{41} @22m43s: Je pense que dans un Wenger direct if he'd rather triumph Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
grand club, un entraîneur doit avoir quota- without panache or view Françoi qui nous [2020-06- youtube.com
l'ambition de gagner avec style. tion lose in stylish fashion s rend 02] /watch?v=iU
Pourquoi? Parce qu 'il faut que soit meilleurs? - QklO_h4cY
une ... une expérience pour les sup- Arsène
porters. Quand il se lève le matin, il Wenger, à
faut qu'il ait l'espoir que ... au moins l'USI
que tu essaies de lui donner quelque
chose de spécial. Lui est ... il est perdu
dans son quotidien ... plat. Il faut qu'il
ait l'espoir de vivre l'expérience de un
peu spécial. Donc, il faut ambition de
gagner avec style. Il faut aussi
prendre les victoires ... euh ... les
petites victoires.
{42} @23m24s: Oui. Mais mon métier Wenger direct if he easily Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
c'est ... C'est en fait ... je le décon- quota- trusts/entrusts view Françoi qui nous [2020-06- youtube.com
seille surtout aux paranoiaques. Parce tion s rend 02] /watch?v=iU
que, très vite, il sont au bord du meilleurs? - QklO_h4cY
suicide. Et ... ils voient des complots Arsène
partout. Et ... je dirais que j'ai vu Wenger, à
beaucoup de gens extrêmement l'USI
intelligents, extrêmement compé-
tents dans mon métier, mais qui
E-17
Speaker Lan-
[Subject] guage
avaient tendence à voir des ennemis
autour d'eux, ... ils ont tous fini en
désastre. Et ... et mon métier, c'est
une sorte de foi en l'humain. C'est-à-
dire: je dois gagner, je remets mon
destin entre vos mains. Vous, faîtes-
le. Donc c'est une ... c'est un vrai acte
de confiance dans les autres.
{43} @24m49s: J'ai fini à Arsenal, j'ai fait Wenger direct other functions than Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
400 transferts. Il faut savoir que les quota- coaching: hiring view Françoi qui nous [2020-06- youtube.com
transferts c'est ... chaque gros trans- tion players s rend 02] /watch?v=iU
fert est un livre - honnêtement- non meilleurs? - QklO_h4cY
mais pas le contrat, l'histoire de la Arsène
négociation. C'est incroyable. Parce Wenger, à
que là ... tous les jours les gens l'USI
achètent les journaux et euh ...pour
lire les transferts. Mais on joue ... on
joue au poker maintenant. Jusque ...
la dernière semaine. Et ... et il faut ...
ça demande un travail énorme, parce
qu'il faut savoir qui prend les déci-
sions, qui influence le preneur de
décision, il faut convaincre le joueur,
il faut convaincre le club, il faut
convaincre les agents, donc ... c'est ...
ça prend énormément de temps. Et
aujourd'hui, quand vous faites une
erreur, ça coûte pas cinq millions. Ca
coûte cinquante, soixante-dix, cent ...
donc ... tu ne les vends pas toujours à
cinquante millions. Tu ... tu vends ...
ceux que tu lis dans les journaux
qu'on vend à cinquante millions. il y
en a beaucoup qu'on paye, et qu'on
ne vend pas, et qui grèvent le budget
du club. Seulement, personne ne le
sait.
{44} @26m40s: Croyez-moi. Moi, j'ai géré Wenger direct financial constraints Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
un club qui a construit un club. Où les quota- view Françoi qui nous [2020-06- youtube.com
banques me disaient quand j'arrivais tion s rend 02] /watch?v=iU
à 50% au niveau des salaires "ouais, meilleurs? - QklO_h4cY
E-18
Speaker Lan-
[Subject] guage
ça va." Parce qu'on était bloqué à Arsène
50%. J'ai été obligé de vendre des Wenger, à
joueurs parce qu'on ne pouvait pas l'USI
payer leurs salaires. Et la dictature
financière était une vraie réalité.
{45} @26m58s: Aujourd'hui ce qui a Wenger direct current financial and Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
changé dans le foot, c'est que ... il y a quota- player situation view Françoi qui nous [2020-06- youtube.com
trop d'argent par rapport au nombre tion s rend 02] /watch?v=iU
de joueurs de qualité. C'est-à-dire, il y meilleurs? - QklO_h4cY
a un argent énorme, et il n'y a pas Arsène
assez de joueurs pour satisfaire le Wenger, à
marché. Par exemple, cet été tu vas l'USI
avoir le Real, le Bayern, le PSG, la
Juve, euh ... Liverpool ... qui sont sur
le marché ... il y a pas dix joueurs qui
peuvent renforcer ces clubs. Mais là
tu as deux-trois milliards qui flottent,
et qui ne demandent qu'à être dépa
... dépensés. Et donc, il y a une vraie
lutte incroyable ... pour avoir les bons
joueurs.
{46} @27m48s: Attirer les talents et les Wenger direct current financial and Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
conserver ... Les conserver, c'est très quota- player situation view Françoi qui nous [2020-06- youtube.com
difficile aujourd'hui parce que les tion s rend 02] /watch?v=iU
salaires montent très très vite. Donc meilleurs? - QklO_h4cY
... comme on disait tout à l'heure, Arsène
l'argent ne fait pas tout, c'est vrai. Wenger, à
Mais malgré tout ... quand tu re- l'USI
gardes ... tu regardes le tableau du
Championat de France ... cette année
... tu fais le classement des budgets.
Ca correspond. Neuf fois sur dix.
Indépendamment du manager.
{47} @28:17s: Le manager est celui qui Wenger direct another explanation Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
permet de ... de faire fonctionner quota- of what leader- view Françoi qui nous [2020-06- youtube.com
l'équipe. Mais euh ... il y a beaucoup tion ship/management s rend 02] /watch?v=iU
beaucoup de ... de managers dans le stands for and what meilleurs? - QklO_h4cY
monde qui savent faire fonctionner his role consists in Arsène
les bonnes équipes. Après il faut ... il Wenger, à
faut autres choses aujourd'hui en tant l'USI
que manager. Il faut convaincre les
les médias, il faut convaincre tes ...
E-19
Speaker Lan-
[Subject] guage
tes dirigeants, il faut convaincre tes
joueurs, il faut être solide sur la
durée. Donc ... sur le plan technique,
je t'en trouve deux cent demain
matin qui peuvent faire fonctionner
les grands clubs. Après, est-ce qu'ils
ont tout le reste autour?
{48} @29m18s: Moi j'ai acheté une Wenger direct on the use new tech- Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
société aux Etats-Unis, à Los Angeles, quota- nologies view Françoi qui nous [2020-06- youtube.com
en 2013. Et j'ai dévelopé avec eux un tion s rend 02] /watch?v=iU
programme de quantification de la ... meilleurs? - QklO_h4cY
de la performance des joueurs. Et euh Arsène
... j'ai acheté la société tout simple- Wenger, à
ment parce que je ne voulais pas que l'USI
d'autres aient accès à l'information.
Mais c'est vrai que ... nous sommes
entourés ... et ... et tous les week
ends, j'avais pratiquement cent
personnes au Vietnam et au Laos, qui
analysaient tous les matchs en Eu-
rope. Et le lundi ou le mardi, j'avais
les performances de tous les champi-
onats Européens. Donc ... on con-
naissait individuellement tous les
joueurs, et on connaissait leurs
performances toutes les semaines.
{49} @30m31s: (...) par contre, on a ... on Wenger direct on the use new tech- Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
peut classifier les joueurs. Et ... c'est quota- nologies in football view Françoi qui nous [2020-06- youtube.com
aujourd'hui le moyen sur lequel nous tion s rend 02] /watch?v=iU
pouvons nous battre: c'est être en meilleurs? - QklO_h4cY
avance sur la connaissance des Arsène
joueurs inconnus. Parce qu'avant Wenger, à
qu'un joueur devienne star, il existe l'USI
déjà, il est déjà bon ... il est pas connu
... donc il ne coûte pas cher.
E-20
Speaker Lan-
[Subject] guage
{50} @31m00s: Ben nous sommes entou- Wenger direct on the use new tech- Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
rés par ... la science est ce mouve- quota- nologies in coaching view Françoi qui nous [2020-06- youtube.com
ment collectif qui permet de mieux tion s rend 02] /watch?v=iU
comprendre le ... le monde qui t'en- meilleurs? - QklO_h4cY
toure. Et ... on l'utilise énormement ... Arsène
ça ... à la fois pour connaître l'adver- Wenger, à
saire, et pour ... pour connaître tes l'USI
propres forces et tes propres fai-
blesses. Mais ... je pense que ... un
manager moderne aujoud'hui est
quelqu'un qui arrive à sélectionner
les cinq ou six paramètres qui sont
importants. Parce qu'une équipe, il
faut la nourrir, mais pas trop non
plus. Il faut lui donner vraiment des ...
des trucs décisifs. Et puis la science ...
au-dessus de la science, il y a
l'homme, le manager, qui intègre tout
ça .. et qui garde malgré tout en lui à
la fois l'expérience, , l'intuition du
prochain match, et qui prend la
décision finale.
{51} @31m52s: La dang ... le danger Wenger direct Technology amd Inter- Hisquin Qu'est-ce USI Events French 2019-07-01 https://www. Video
aujourd'hui, dans les clubs, c'est que quota- coaches view Françoi qui nous [2020-06- youtube.com
la science prenne le dessus sur l'en- tion s rend 02] /watch?v=iU
traîneur. Pourquoi? Parce que lui, il meilleurs? - QklO_h4cY
est dans le subjectif. Et euh ... en fait, Arsène
prendre des décisions ... ce qui est Wenger, à
extrêmement difficile dans ... dans le l'USI
prendre des décisions, c'est que nous
prenons tout le temps des décisions
sans avoir aucune certitude. Par
exemple, je te fais jouer aîlier droit
demain ... euh ... je ... je prends la
décision le vendredi soir, en sachant
que mon sort en dépend de cette
décision, en sachant aussi que tu
peux très bien faire un très mauvais
match. Et, si la scienc, si les scien-
tifiques autour de moi me disent
"surtout ne le fais pas jouer lui", il
faut vraiment que je sois costaud
E-21
Speaker Lan-
[Subject] guage
pour le faire jouer quand même.
Donc je pense que dans beaucoup de
club aujourd'hui, l'objectivité scien-
tifique a pris le dessus sur subjictivité
de la connaissance et de l'expérience.
{52} Die Auslandsgesellschaft in Dortmund casual Partners presentation Web N/A N/A Ger- Unknown https://nach Text
zeigt ihre Präsenz bei Sprachunter- facts or testimonial with page man [2020-11- wuchs.bvb.de
richt und interkultureller Betreuung youth departement 06] /Service/Part
unserer Spieler und Gäste. BVB 09 Dortmund ner
{53} p. 81: Bueno, nosotros, en este Monchi re- Analysis of the scout- eBook Pinilla El Método Caligrama Span- 2017
sentido, contamos con la ventaja de ferred ing and recruiting Daniel Monchi - ish
tener una tradición que casi ha for- quote practices dubbed the Las claves
mado colonia. Yo a los jugadores les "Monchi Method" del sistema
puedo referir que en el Sevilla se van used by Monchi, then de trabajo
a encontrar con otros colegas sporting director of del Rey
francófonos a los que les ha ido muy Sevilla FC. Scouting Midas del
bien con nosotros. Lo desconocido agent of a Spanish fútbol
provoca vértigo y desconfianza, pero global club who assist mundial
cuando se le pone cara y nombre, unknown players
todo se vuelve más tramsitable. Ese mature in his club in
valor de marca para un mercado tan order to mature for
interesante como el francés, cuyos breakthrough on
jugadores saben que con nosotros global stage, e.g. from
pueden crecer, conseguir títulos y Brazil (Dani Alves),
revalorización, no es algo que se Columbia (Bacca),
pueda prefabricar, sino un camino Croatia (Rakitic), ...
que hay que andar.
{54} English Premier League Football casual English Premier Web Stein- The trans- The Guard- English 2017-06-17 https://www. Text
Association clubs scouting system: facts League Football entry berg, fer hunters: ian.com [2020-11- theguardi-
short summary Association clubs Jacob how Prem- 06] an.com/footb
scouting system: short ier League all/2017/jun/
summary scouting 17/transfers-
set-ups premier-
compare league-
scouting-
E-22
Speaker Lan-
[Subject] guage
recruitment
{55} The man who made it all happen casual Web Meda Top 5 ronaldo.co English 2019-12-11 https://ronal
[Monchi] possesses a network of facts page Pavel I. modest m [2020-11- do.com/footb
scouts that extend to all of Europe, clubs with 06] all-news/top-
Africa, Asia, and many parts of South the best 5-modest-
America. scouting clubs-with-
staff in the-best-
Europe scouting-
staff-in-
europe/2/
{56} p. 53: Recuerdo cuando el Villarreal Monchi re- Analysis of the scout- eBook Pinilla El Método Caligrama Span- 2017
fichó a Sebastián Battaglia, que para ferred ing and recruiting Daniel Monchi - ish
mí era por entonces de los mejores quote practices dubbed the Las claves
mediocentros de Sudamérica. Pues "Monchi Method" del sistema
duró seis meses, porque su mujer no used by Monchi, then de trabajo
se adaptó a la ciudad. Con esto quiero sporting director of del Rey
decir que hay factores que no puedes Sevilla FC. Scouting Midas del
predecir. Los directores deportivos, agent of a Spanish fútbol
yo al menos, no podemos entrar en global club who assist mundial
los domicilios privados. Cuando se unknown players
cierra la puerta de casa del jugador, mature in his club in
termina mi zona de influencia…. order to mature for
breakthrough on
global stage, e.g. from
Brazil (Dani Alves),
Columbia (Bacca),
Croatia (Rakitic), ...
{57} p. 53-54: Necesitamos imprimirle al Monchi re- Analysis of the scout- eBook Pinilla El Método Caligrama Span- 2017
vestuario que exista un sentimiento ferred ing and recruiting Daniel Monchi - ish
familiar de pertenencia a un proyecto quote practices dubbed the Las claves
común. Y tutelar la llegada de los "Monchi Method" del sistema
nuevos, hacer que la gente de mayor used by Monchi, then de trabajo
peso y posible afinidad en el equipo sporting director of del Rey
se involucre y actúe como introduc- Sevilla FC. Scouting Midas del
tora para el recién llegado. Cuando el agent of a Spanish fútbol
futbolista fichado no conoce el idio- global club who assist mundial
ma o la cultura, es necesario ejecutar unknown players
lo que podemos denominar una mature in his club in
consultoría de traslados, que no es order to mature for
otra cuestión quevigilar de cerca el breakthrough on
E-23
Speaker Lan-
[Subject] guage
aterrizaje de los fichajes y poner en global stage, e.g. from
valor todos los recursos humanos Brazil (Dani Alves),
disponibles para que éste se sienta Columbia (Bacca),
cómodo, importante, y que su familia Croatia (Rakitic), ...
disponga de los resortes y ayudas
necesarias para asentarse en la
ciudad
{58} p. 55: Estuve en primera línea cuando Alfaró re- Analysis of the scout- eBook Pinilla El Método Caligrama Span- 2017
trabajé de coordinador de fútbol Pablo ferred ing and recruiting Daniel Monchi - ish
profesional durante dos temporadas. [Monchi] quote practices dubbed the Las claves
En este sentido, el Sevilla Fútbol Club "Monchi Method" del sistema
es un club pionero: teníamos claro used by Monchi, then de trabajo
que en determinados aspectos sporting director of del Rey
ningún otro equipo nos podía ganar y Sevilla FC. Scouting Midas del
éste era uno de ellos. Se intenta que agent of a Spanish fútbol
todos los futbolistas que fichan global club who assist mundial
desarrollen su proceso de adaptación unknown players
de la manera más natural y rápida mature in his club in
posible. Se les recibe cuando llegan a order to mature for
la ciudad, tanto a ellos como a sus breakthrough on
familias. Al principio intentamos global stage, e.g. from
siempre comunicarnos con ellos en su Brazil (Dani Alves),
lengua materna (español, inglés o Columbia (Bacca),
francés) para que sientan apego. Eso Croatia (Rakitic), ...
te da una proyección más internac-
ional para los recién llegados y sus
entornos. En seguida se les pregunta
por aspectos importantes de su día a
día (en qué tipo de vivienda quieren
residir, la distancia al puesto de
trabajo, perfil de colegio para sus
hijos, inquietudes laborales y cul-
turales de sus parejas, atención
sanitaria) y se les explica aspectos
concretos del club y de la ciudad de
Sevilla. Y somos muy conscientes de
que el boca a boca de sus propios
compañeros es el mejor embajador
del club cuando sale al mercado a
buscar nuevos jugadores".
E-24
Speaker Lan-
[Subject] guage
{59} p. 73: No se ha parado nunca. Ha ido Alfaró re- Analysis of the scout- eBook Pinilla El Método Caligrama Span- 2017
creciendo en el control del mercado Pablo ferred ing and recruiting Daniel Monchi - ish
mundial. Primero comenzamos en el [Monchi] quote practices dubbed the Las claves
fútbol nacional. Recuerdo que "Monchi Method" del sistema
luegopasamos al portugués y parte used by Monchi, then de trabajo
del brasileño. Más tarde llegó al sporting director of del Rey
francés. El tema es que siempre ha Sevilla FC. Scouting Midas del
ido reciclándose. Monchi tiene aún agent of a Spanish fútbol
mucho recorrido por delante para global club who assist mundial
crecer profesionalmente. Eso es algo unknown players
que se palpa al charlar con él y que mature in his club in
para mí es fundamental. Todavía order to mature for
tiene que ver otro tipo de mercados, breakthrough on
otras culturas que le permitan global stage, e.g. from
recoger más información para ser Brazil (Dani Alves),
más eficiente. En la época durante la Columbia (Bacca),
que trabajamos codo con codo, Croatia (Rakitic), ...
nosotros no hemos acertado en un
cien por cien, ni de lejos, pero sí en
un porcentaje razonable. Yo creo que
si afinas
al cincuenta por ciento, es para que
te saquen a hombros».
{60} p. 164-165: Hagamos un mínimo alto Monchi re- Analysis of the scout- eBook Pinilla El Método Caligrama Span- 2017
en el camino para poner luz en la ferred ing and recruiting Daniel Monchi - ish
necesidad de dominar idiomas a la quote practices dubbed the Las claves
hora de encarrilar las negociaciones y "Monchi Method" del sistema
que no se pierdan oportunidades por used by Monchi, then de trabajo
la impericia de un traductor o la sporting director of del Rey
inexistencia del mismo en la hora Sevilla FC. Scouting Midas del
clave. Monchi se maneja muy bien en agent of a Spanish fútbol
francés desde sus años mozos. Sin global club who assist mundial
embargo, hasta 2014 tenía un im- unknown players
portante déficit en inglés, una lengua mature in his club in
absolutamente fundamental en el order to mature for
mundo de los negocios. Entonces, breakthrough on
cuando ya sumaba catorce años en el global stage, e.g. from
cargo, el gaditano asumió que nunca Brazil (Dani Alves),
es tarde para aprender y se marchó a Columbia (Bacca),
Londres, con permiso del Sevilla FC, Croatia (Rakitic), ...
para aprender el idioma de Shake-
speare. «Doblaba la edad a mis
E-25
Speaker Lan-
[Subject] guage
compañeros. Recuerdo sus nombres:
Li, Yuko, Aikiko, Aiano, Much, Dogwei,
Stefan, Miriam y María Cristina. Mis
profesores fueron Daniel McLean,
Francess O’Neill y Nadia Sucha.
Durante un tiempo volví a sentirme
estudiante, con mis deberes, mi
cuaderno de apuntes y libros de texto
más propios de veinteañeros que de
un ejecutivo que maneja muchas
decenas de millones de euros. Sin
embargo, esa sensación de ser de
nuevo un aprendiz me vino bien para
adquirir perspectiva y volver a pon-
erme en mi propio centro. Es un
ejercicio interesante y conveniente
para afianzar los pies en la tierra,
relativizarlo todo y desdeñar la
tentación del endiosamiento. Siem-
pre tenemos que tener actitud de
aprender».
{61} p. 51: El día que ganamos al Real Monchi re- Analysis of the scout- eBook Pinilla El Método Caligrama Span- 2017
Madrid, mi gran preocupación era ferred ing and recruiting Daniel Monchi - ish
que la madre de Jovetic, que había quote practices dubbed the Las claves
venido al partido, "Monchi Method" del sistema
pudiera saludar al jugador. Esa cer- used by Monchi, then de trabajo
canía que se les da en el Sevilla a sporting director of del Rey
futbolistas que vienen con un déficit Sevilla FC. Scouting Midas del
de cariño es muy importante, quizá agent of a Spanish fútbol
les hace tener una sensación de global club who assist mundial
deuda con el club. Sienten el com- unknown players
promiso. Si tú consigues crear ese mature in his club in
entorno, todo es más fácil. Y si order to mature for
además cuentas con la complicidad breakthrough on
del entrenador, mejor. Es necesaria global stage, e.g. from
una humanización del fútbol. Darles Brazil (Dani Alves),
cariño a los jugadores. De parte del Columbia (Bacca),
club, de la afición y del cuerpo téc- Croatia (Rakitic), ...
nico
E-26
Speaker Lan-
[Subject] guage
{62} p. 52: «Hay una similitud en esos re- eBook Pinilla El Método Caligrama Span- 2017
casos de falta de cariño con jugadores ferred Daniel Monchi - ish
que rinden aquí cuando en otro lugar quote Las claves
estaban defenestrados. En el Sevilla del sistema
encuentran ese apego. Lo que digo de trabajo
parece un argumento poco profe- del Rey
sional, pero es así y funciona así… Midas del
porque todos somos personas. El fútbol
cariño se lo da el club, que tiene la mundial
virtud de ser muy cercano. El
futbolista percibe que el director
deportivo del Sevilla se preocupa de
que su madre esté atendida. No sé
cuánto suma eso, difícil cuantificarlo,
pero desde luego que resulta algo
apreciable. Insisto: les hace sentirse
en deuda con el club, y como se trata
de jugadores que tienen fútbol, lo
sacan a relucir. Para lograr ese re-
surgir es importante también contar
con la ayuda del entrenador. Ojo,
esto no es una regla matemática,
pues hay futbolistas que no tiran
aunque uses las mismas herramien-
tas, como nos pasó con Konoplyanka
o Kerzhakov. Pero la obligación del
director deportivo es intentarlo y
poner en suerte todos los ingredien-
tes para que la cosa funcione. Si de
cada cinco jugadores de ese perfil
podemos captar dos o tres, yo me
doy por satisfecho».
{63} p.13: No problem, Woody, I love Guariola re- Answering to Woody Book Perar- Pep Guar- Arena English 2017 Text
cinema. And aren’t you a basketball ferred [Allen]'s apologee that nau diola - The Sport
fan? Maybe we could talk about the quote he is "not particularly Martí Evolution
Knicks instead. interested in fooball"
E-27
Speaker Lan-
[Subject] guage
{64} p.13: The Catalan has a reputation for au- Comment by book Book Perar- Pep Guar- Arena English 2017 Text
being intense, dogmatic and stub- thor's author nau diola - The Sport
born. In fact he’s quite the reverse. A com- Martí Evolution
natural chameleon, Pep knows in- ment
stinctively how to adapt to every
situation. And this natural ability
proved vital to his success in Germa-
ny where he quickly realised that, in
order to impose his vision and ideas,
he would have to adapt. To the club,
to the players, to their opponents . . .
After all, it is not the strongest or the
smartest who triumph in the end but
those who are willing to adapt.
{65} p. 13-14: When I first arrived in Guardio- re- Book Perar- Pep Guar- Arena English 2017 Text
Munich I thought I could more or less la ferred nau diola - The Sport
transfer Barça’s game to Bayern but quote Martí Evolution
what I actually did was marry the two
(...). I brought the Barça philosophy
and adapted it to Bayern and the
players there. And the result was
fucking brilliant! It was a learning
curve, though. I had to learn to adapt
and there’s no doubt I’m a better
coach for it. It’s something I am
taking to my next club.
{66} p. 14: The Pep we see today has Torrent re- Comment by an Book Perar- Pep Guar- Arena English 2017 Text
synthesised all that he was taught by Domènec ferred assistant nau diola - The Sport
Cruyff at Barça with everything he quote Martí Evolution
learned at Beckenbauer’s club.
{67} p. 49-50: In terms of finding space Jones re- Comment by the Book Perar- Pep Guar- Arena English 2017 Text
and moving the ball rugby and foot- Eddie ferred association rugby nau diola - The Sport
ball are actually quite similar and I quote coach Eddie Jones, Martí Evolution
wanted to meet Pep Guardiola so coach of Japan, Eng-
that he could show me how to make land on cooperation
my squad more flexible tactically,’ and synergy in sports
said Jones. ‘We need to be able to (and culture?)
vary our tactical formation in re-
sponse to the rhythm and demands
of the game.
E-28
Speaker Lan-
[Subject] guage
{68} p. 50-51: In my view Pep went to Adrià re- On Guardiola's stance Book Perar- Pep Guar- Arena English 2017 Text
Bayern too soon. He would have been Ferran ferred towards technology- nau diola - The Sport
better taking not just one sabbatical [Guardio- quote assisted training Martí Evolution
year, but actually two or three to la] methodology
travel extensively and educate him-
self about the rest of the world. I
understand a club like Bayern is hard
to turn down, there aren’t many clubs
with such an impressive history and
track record, and he really had to
grab the opportunity when it came
his way. I still say however that it
would have been better for him to
spend some time expanding his
horizons. I’ll explain why. Basically
Pep has never developed a scientifi-
cally tested working methodology.
That’s why I encouraged him to visit
MIT (Massachusetts Institute of
Technology) during his year in New
York. MIT is the most pioneering
centre of innovation in the world and
I wanted him to meet Israel Ruiz, its
executive vice-president and see the
work they’re doing in their technolo-
gy and design department, MediaLab.
I really felt that it would help develop
his own methodologies.
It’s one thing to be a football expert
who has watched thousands of
games but it’s quite another to know
how to apply scientific principles to
your work. It’s almost like your play-
ers are robots on whom you test your
ideas. Or at least that would be the
ideal scenario in a scientific context.
When you talk to Pep he always says,
“At Barça, my tactics consisted of
getting the ball to Messi.” You never
really get a sense of how Pep judges
his own performances. We’re good
friends and I think I know him pretty
E-29
Speaker Lan-
[Subject] guage
well but I don’t see him applying any
kind of tried and tested scientific
approach to his work. Obviously it’s a
tough ask because it would involve
getting away from football altogether
for a couple of years. But it’s the only
way to get the mental space neces-
sary to start decodifying the game
and then begin to construct the right
methodology. I did it. I closed my
restaurant el Bulli, put some distance
between myself and my work ad then
stared to de-codify cooking.
{69} p. 51:. . . Only the absence of Messi Adrià re- Comment by a close Book Perar- Pep Guar- Arena English 2017 Text
(and Xavi and Iniesta) prevented him Ferran ferred friend and observer on nau diola - The Sport
from replicating the full glory of his [Guardio- quote Bayern's constellation Martí Evolution
Barça years and his many triumphs at la] not allowing replica-
Bayern prove beyond doubt that, tion of
with or without a touch of Messi style/game/tactics at
magic, his model works. Barcelona
E-30
Speaker Lan-
[Subject] guage
{70} p. 51-52: After having spent three [Guardio- au- Book Perar- Pep Guar- Arena English 2017 Text
years observing Guardiola at Bayern, I la] thor's nau diola - The Sport
believe that this new-found eclecti- com- Martí Evolution
cism is now a central part of his ment
character. He has successfully fused
the philosophy of a radical Cruyffista
(possession, passing, attack, defend-
ing high up the pitch) with the Ger-
man qualities of speed and vertical
play, putting the ball into spaces,
crossing into the box and overloading
attacks.
In reality the true measure of a coach
is not so much the quality of his
convictions but rather his ability to
teach and embed them even in less
than ideal conditions
{71} p. 52: A good coach should be con- [Guardio- au- Book Perar- Pep Guar- Arena English 2017 Text
stantly revising his beliefs, amending la] thor's nau diola - The Sport
and adapting them to achieve the com- Martí Evolution
perfect synergy between his own ment
philosophy and he club he represents.
A beliefe system should never be-
come the straitjacket of dogma and
it's clear that Guardiola now sees his
philosophy as just a frame of refer-
ence withing which he can move and
expand.
{72} p. 53: A certain measure of doubt is [Guardio- au- Book Perar- Pep Guar- Arena English 2017 Text
likely to be a permanent feature of la] thor's nau diola - The Sport
Guardiola’s life but during his last com- Martí Evolution
year in Munich I watched as his ment
tendency to vacillate gradually be-
came a new-found decisiveness. Pep
sees doubt as a positive quality which
enhances rather than detracts from
his analytical skills.
E-31
Speaker Lan-
[Subject] guage
{73} p. 55: Indeed, I have on occasion [Guardio- au- Book Perar- Pep Guar- Arena English 2017 Text
witnessed him furiously scribbling la] thor's nau diola - The Sport
last-minute changes in the afternoon com- Martí Evolution
of a match day itself. (...) All of that ment
has now changed. Gone is the hesita-
tion. He still hypothesises, analyses
and scrutinises every detail but
nowadays he makes his decision and
sticks with it. No second thoughts. In
fact, on at least six occasions during
the spring of 2016, Pep was able to
describe his plan to me several days
before the game, down to the last
detail and the last man. And by match
day, I can tell you, not a single factor
had changed.
{74} p. 56-57: You have to go with your Guardio- re- Speaking with Or- Book Perar- Pep Guar- Arena English 2017 Text
instincts no matter what. As long as la ferred mazábal Patricio, then nau diola - The Sport
you believe it can work, that it’s not quote coach of youth team Martí Evolution
total nonsense, you’ve got to try it. If at Cruzados Universi-
you think you’ve gone wrong then ty, Chile
look at it again but if it’s good, go for
it. Maybe you try something – say, a
new way of playing the ball out from
the back – but it goes wrong; even
then you shouldn’t dismiss it as a
dead loss – go back and re-work it.
Never do what the other guy does
just because he’s won the clash.
Follow your gut.’
{75} p. 57: (...) I’ve never, ever heard Pep [Guardio- au- Book Perar- Pep Guar- Arena English 2017 Text
telling anyone that his ideas are la] thor's nau diola - The Sport
better than any other coach. On the com- Martí Evolution
contrary, I have already detailed how ment
eager he is to absorb and integrate
elements of models practised by
other coaches (including rivals for
whom he has enormous respect, like
Ranieri and Klopp).
Guardiola’s admirers and detractors
alike seem never to tire of pigeon-
holing the coach, often labelling him
E-32
Speaker Lan-
[Subject] guage
a dogmatic control freak. They could
not be more wrong. He is a man in
constant evolution, looking for new
ideas wherever he goes and moulding
them to his own philosophy.
{76} p. 97: There are players who think Guardio- re- Speaking about the Book Perar- Pep Guar- Arena English 2017 Text
about what the team needs, what the la ferred need for complemen- nau diola - The Sport
best solution would be for the whole quote tary players Martí Evolution
group. (...)
Then there are others who basically
create chaos. (...)
If you manage to get a mix of both
types in a team then it gives you a
real advantage.
{77} p. 162: (eventually Sky Deutschland [Guardio- au- Book Perar- Pep Guar- Arena English 2017 Text
insisted on doing post-match inter- la] thor's nau diola - The Sport
views in Spanish). Guardiola was com- Martí Evolution
determined to stick to his guns how- ment
ever, believing that switching to
another language would reflect badly
on the club. The coach of Bayern
should always speak German, he
believed, or at the very least, make a
serious effort to do so. This policy
backfired on him and his conferences
were never as clear and as detailed as
they would have been in English, not
to mention Spanish or Catalan. Al-
most all the German journalists I
spoke to thought that he’d got this
badly wrong. They didn’t care what
language he spoke as long as they
could understand what he said. It was
really only Pep himself who was
bothered about speaking the lan-
guage of the club and country.
E-33
Speaker Lan-
[Subject] guage
{78} p. 163: Guardiola is a man who tends [Guardio- au- Book Perar- Pep Guar- Arena English 2017 Text
to interiorise things. When presented la] thor's nau diola - The Sport
with a problem, he often assumes com- Martí Evolution
sole responsibility and may be unwill- ment
ing to discuss it openly. At times he’ll
allow things to fester until he can no
longer cope with the pressure and
explodes. It doesn’t have to be a
particularly important issue but for a
perfectionist like Pep, even the tiniest
details can assume disproportionate
significance. It’s like watching a
pressure cooker heating up, ready to
burst. And there’s constant provoca-
tion in his daily working life: a cheeky
question from the press; a slight from
an opponent; a player with a poor
attitude; a bad decision from the
board of directors . . . Pep deals with
it all with calm dignity, swallowing his
anger and saying nothing. But he’s
stored it all away and the pressure’s
building. Then one day he’ll overreact
and fly into a rage over some relative-
ly minor detail.
{79} p. 163-164: If you really want to know Guardio- re- Speaking with children Book Perar- Pep Guar- Arena English 2017 Text
what I want from life, from my job, I la ferred with mental disabili- nau diola - The Sport
want to be liked. It’s not easy though quote ties Martí Evolution
because I have toleave players out [of
the line-up] and then they assume
that I don’t like them. They don’t
realise that I’ve made my decision
based on tactical considerations or
because of what’s going on in my
head at the time. They think I don’t
like them and I hate that because I
never think our victories are down to
me. Sure, I help the process along,
but that’s all. I don’t consider myself
better than anyone else and know
I’ve had the good fortune to work for
a great club with superb players. In
E-34
Speaker Lan-
[Subject] guage
my heart of hearts it’s not really
trophies that motivate me, it’s the
chance to create good relationships
with my players. I like people. And I
want them to like me.
{80} p. 75: I’ve actually learned much Guardio- re- On the readiness of Book Perar- Pep Guar- Arena English 2017 Text
more than I would’ve if I’d not been la ferred the coach to learn and nau diola - The Sport
forced to adapt quote adapt Martí Evolution
{81} p. 76: The Bayern players really Reng re- On the readiness of Book Perar- Pep Guar- Arena English 2017 Text
surprised me. Even more than Pep. Ronald ferred players to learn and nau diola - The Sport
They showed such humility and a real quote adapt Martí Evolution
willingness to learn. It was quite
astonishing.
{82} p. 76: That Bayern’s players, led by au- On the readiness of Book Perar- Pep Guar- Arena English 2017 Text
Lahm, Neuer, Alaba and Boateng thor's players to learn and nau diola - The Sport
were prepared to take com- adapt Martí Evolution
this risk says a great deal about their ment
generosity of spirit. In fact, the
group’s attitude is probably one of
the most open and generous I’ve
witnessed in modern football. That
these elite champions, who had just
won everything it’s possible to win,
were humble enough to take on
board someone else’s idea of how to
play football, is impressive. Indeed,
they threw themselves into the
process, stoically enduring the inevi-
table setbacks, including, presumably,
the knock to their own self-esteem
that Szasz describes [referring to
Szasz Thomas' quote"each conscious
act of learning requires the willing-
ness to damage one’s own self-
esteem"].
E-35
Speaker Lan-
[Subject] guage
{83} p. 101: ‘What’s the most defining Guardio- re- On learning and Book Perar- Pep Guar- Arena English 2017 Text
characteristic of the All Blacks?’ asks la ferred transferring ideas nau diola - The Sport
Guardiola. quote from elsewhere Martí Evolution
‘They pin the opposition back and
open them up.’
‘You see! That’s what I do. I pin them
back and open them up. I attack
through the centre and open up on
the wing. I push my men forward as a
unit, at the same time opening up on
the wing. That’s the best kind of
attacking, what they do in rugby. (...)`
{84} p. 139: Team culture is the strategic au- On the group life Book Perar- Pep Guar- Arena English 2017 Text
framework within which the emo- thor's nau diola - The Sport
tional life of and the relationships com- Martí Evolution
within the group are managed. ment
{85} p. 139: At work we basically have four Guardio- re- On team culture Book Perar- Pep Guar- Arena English 2017 Text
rules. Outside Säbener Strasse do la ferred nau diola - The Sport
what you want. You’re all adults. quote Martí Evolution
{86} p. 139: He expected his players to [Guardio- au- On team culture Book Perar- Pep Guar- Arena English 2017 Text
respect the rules as well as adhering la] thor's nau diola - The Sport
to established disciplines (good com- Martí Evolution
nutrition, enough rest, adequate ment
rehabilitation).
{87} p. 139-140: He [Guardiola] often [Guardio- au- On team culture Book Perar- Pep Guar- Arena English 2017 Text
showed the team footage of random la] thor's nau diola - The Sport
moments in which he felt they com- Martí Evolution
showed the right kind of team spirit ment
(...) Domènec Torrent and Carles
Planchart [Guardiola's then assis-
tants] would capture these moments
whenever possible so that they could
be used by Pep as examples of the
sportsmanship and unity he wanted
to see.
E-36
Speaker Lan-
[Subject] guage
{88} p. 140: I was often pleasantly sur- au- On team culture, Book Perar- Pep Guar- Arena English 2017 Text
prised by how spick and span the thor's evidence referring to nau diola - The Sport
team’s dressing room always was com- Jame's Kerrs book Martí Evolution
after a match. Once the players had ment about the All Blacks
gone, if you looked really carefully rugby team of New
you might find a tiny bit of grass or Zealand: "So, as these
some torn tape on the floor. There sporting superstars
might even be the odd empty glass clean up their locker
on a table. Otherwise, however, the room, looking after
place would be sparkling. The players themselves so that
always cleaned up after themselves noone else has to, we
and ensured that the dressing room might ask ourselves if
was left spotless. ('We must never excellence – true
consider oursleves too important to excellence – begins
do the little jobs') with humility; with a
humble willingness to
‘sweep the sheds", in
James Kerr's book
Legacy - 15 lessons of
leadership, p. 19
{89} p. 140-141: (...) before playing the [Guardio- au- On team culture and Book Perar- Pep Guar- Arena English 2017 Text
Champions League Final against la] thor's motivation, and nau diola - The Sport
Manchester United in Rome in 2009, com- referring to Phil Jack- Martí Evolution
Pep showed his squad a motivational ment son's [basketball
video which had been meticulously trainer] quote "I knew
prepared by his assistants. The film, that whenever I was
set to a soundtrack from the movie too worked up men-
Gladiator was intensely moving and tally, it had a negative
Pep’s players were visibly affected. effect on my ability to
His troops sprinted out on to the stay focused under
pitch, raring to go, but then produced pressure. So I went in
a disastrous first few minutes. After the opposite direction
the game Pep conceded that stirring and instead of rousing
up his team in this way was not, after speeches I developed
all, conducive to good football. strategies to calm
their minds and keep
them in the mo-
ment.’"
{90} p. 141: He [Guardiola]’s already given [Guardio- au- On pre-match motiva- Book Perar- Pep Guar- Arena English 2017 Text
them his instructions at training and la] thor's tion nau diola - The Sport
during the team talks and considers com- Martí Evolution
them perfectly capable of managing ment
E-37
Speaker Lan-
[Subject] guage
their own mental and emotional
states without his assistance.
{91} p. 141: He [Guardiola] was also happy [Guardio- au- On pre-match motiva- Book Perar- Pep Guar- Arena English 2017 Text
to allow the players to add their own la] thor's tion nau diola - The Sport
exercises to the warm-up routines. com- Martí Evolution
ment
{92} p. 142: what we want is to build Guardio- re- At first press confer- Book Perar- Pep Guar- Arena English 2017 Text
strong team spirit as soon as possible la ferred ence following ap- nau diola - The Sport
quote pointment at Man- Martí Evolution
chester City FC
{93} p. 142: Pep wants us to be proud of Clichy re- Following appoint- Book Perar- Pep Guar- Arena English 2017 Text
the jersey we’re wearing. He also [Guardio- ferred ment at Manchester nau diola - The Sport
wants us to earn the right to wear it. la] quote City FC Martí Evolution
{94} p. 143: I try not to get too close to Guardio- re- On desired relation- Book Perar- Pep Guar- Arena English 2017 Text
them because I don’t want them to la ferred ship with players - nau diola - The Sport
think that the relationship influences quote which did not work at Martí Evolution
whether or not they play. I’m the one Bayern acc. The fol-
who has to make that decision and I lowing paragraph
don’t want emotions getting in the
way.
{95} p. 143: Whatever happens these Guardio- re- On relationship with Book Perar- Pep Guar- Arena English 2017 Text
players are my heroes and always will la ferred players nau diola - The Sport
be. Things have been really tough and quote Martí Evolution
they’ve handled it brilliantly.
{96} p. 146: The atmosphere in this team Guardio- re- On relationship with Book Perar- Pep Guar- Arena English 2017 Text
is fucking brilliant,’ (...) ‘We’ve got no la ferred and between players- nau diola - The Sport
moaners, no loners and we’ve all got quote February 2016 just Martí Evolution
exactly the same priorities. I’ve been after being hit with a
so lucky with these lads. They’re barrage of criticism
superb people, amazing players and from the German
it’s been a joy to work with them.’ press.
{97} p. 146: If Lahm embodied integrity au- On players' contribu- Book Perar- Pep Guar- Arena English 2017 Text
and restraint, Thomas Müller was the thor's tion to the team nau diola - The Sport
player who brought anarchy and com- culture Martí Evolution
humour to the dressing room and ment
together the two men created the
perfect balance between discipline
and fun that made the Bayern dress-
ing room so special.
E-38
Speaker Lan-
[Subject] guage
{98} p. 148: This is the best thing about re- Commenting last days Book Perar- Pep Guar- Arena English 2017 Text
being a coach. Winning the affection ferred before leaving Bayern nau diola - The Sport
and respect of your players quote Martí Evolution
{99} p. 148: Pep has this special vision of Pizarro re- Statistically less fre- Book Perar- Pep Guar- Arena English 2017 Text
football he learned from Cruyff but [Guardio- ferred quently used player's nau diola - The Sport
none of us had any idea what he was la] quote thoughts on the coach Martí Evolution
talking about when he first arrived.
Tactically, he’s way ahead of anyone
else. By at least five years.’
{100} I’ve worked under great coaches, like Van re- Statistically less fre- Book Perar- Pep Guar- Arena English 2017 Text
Van Gaal, Hitzfeld and Heynckes, but Buyten ferred quently used player's nau diola - The Sport
Guardiola’s far and away the best. I [Guardio- quote thoughts on the coach Martí Evolution
was thirty-six when he took over but I la]
learned so much from him. He’s
definitely the best coach I’ve ever
had.
{101} p. 148: ‘Pep is the best coach in the Kirchhoff re- Statistically less fre- Book Perar- Pep Guar- Arena English 2017 Text
world, without a doubt . . . If you [Guardio- ferred quently used player's nau diola - The Sport
want the honest truth, I’d say that la] quote thoughts on the coach Martí Evolution
he’ll win the league and change this
country’s football forever. For sure.
Wait and see, we’re going to be
watching a totally new kind of game.
{102} p. 156: Pep knows all the Bundesliga Neuer re- Goalkeeper Manuel Book Perar- Pep Guar- Arena English 2017 Text
clubs much better than most Ger- [Guardio- ferred Neuer on his coach's nau diola - The Sport
mans. la] quote knowledge Martí Evolution
{103} p. 161-162: This determination to [Guardio- au- On players' contribu- Book Perar- Pep Guar- Arena English 2017 Text
connect with people was evident la] thor's tion to the team nau diola - The Sport
from the start at Bayern: he chose to com- culture Martí Evolution
speak in German at his presentation ment
ceremony, was happy to attend his
first Oktoberfest (Munich’s famous
beer festival) clad in the traditional
Bavarian lederhosen, agreed to the
club’s ‘open door’ policy at training
sessions, tolerated the existing policy
regarding medical care and under-
stood that at Bayern the coach of the
first team has no responsibility for
the club’s youth categories.
E-39
Speaker Lan-
[Subject] guage
{104} p. 188-189: Communication is enor- au- On language as a Book Perar- Pep Guar- Arena English 2017 Text
mously difficult and language, at thor's mean of communica- nau diola - The Sport
times, only adds to the confusion. I'm com- tion Martí Evolution
not just thinking here about multilin- ment
gual teams like Bayern.
{105} p. 189: And there’s another aggravat- au- On language as a Book Perar- Pep Guar- Arena English 2017 Text
ing factor. In football, communication thor's mean of communica- nau diola - The Sport
usually takes place at moments of com- tion Martí Evolution
stress. An instruction given in the ment
heat of competition, at a moment of
tension or disappointment or when
the player is exhausted is easily
misinterpreted.
{106} p. 189: He [Ming Yao, Chinese player] Van re- On ambiguity of Book Perar- Pep Guar- Arena English 2017 Text
only understands half of what I say . . Gundy ferred language applied to nau diola - The Sport
. Just like any other foreign or Ameri- Jeff quote football Martí Evolution
can player.
{107} p. 190: When coach says, “I want you Seirul.lo re- On ambiguity of Book Perar- Pep Guar- Arena English 2017 Text
to press,” what does it really mean? It Paco ferred language applied to nau diola - The Sport
could mean that everyone heads quote football Martí Evolution
straight for the ball so the players
closest to it will obviously get there
before the guys who are further
away. Or you could take it to mean
that you wait until the guy with the
ball goes wide and then only the
players closest to him start to press.
Or it could mean that you have to
wait till the ball crosses the half-way
line and moves into an area where
there are fewer rival players. That’s
when you press because it’ll be easier
to rob the ball. And so on and so
forth. These are all perfectly clear,
sensible interpretations and yet they
also confuse the issue enormously. As
a rule everything in football is clear
yet confusing.
E-40
Speaker Lan-
[Subject] guage
{108} p. 190: That’s why there’s so much Seirul.lo re- On ambiguity of Book Perar- Pep Guar- Arena English 2017 Text
confusion between coaches and their Paco ferred language applied to nau diola - The Sport
players. Every country tries to ad- quote football and nation- Martí Evolution
dress this issue as part of their train- specific semantics for
ing programmes for coaches but what the game
one country thinks of as breaking free
of a marking scheme, for example,
might be totally different from the
way they define it in another country.
It’s not just about language. It’s to do
with differences in the way concepts
are understood and defined. Each
nation’s game is rooted in the par-
ticular traditions of that country.
Probably because we play it with our
feet. If we used our hands it would
never have put down the kind of
roots it has.
{109} p. 190: Everyone in basketball uses Seirul.lo re- On semantic-driven (if Book Perar- Pep Guar- Arena English 2017 Text
the same terminology because the Paco ferred not ontology-driven) nau diola - The Sport
lexicon was established by the NBA. quote differences and ambi- Martí Evolution
It’s a different story in football where guity in football, as
we don’t even use the same numbers opposed to basketball
for positions on the field. In basket-
ball everybody’s clear about what a
No.1 is and the only variants are in
what that player should do: score
from a distance, pass, dribble etc . . .
Everything else is taken as read: this
guy’s a No.1 and that guy’s a No.2.
There are universal names for every
position because the NBA oversaw
this process. But the origins of foot-
ball are quite different. Football
started out being played on the street
and people used their own terminol-
ogy to describe what happened. As its
popularity increased so too did the
terminology that was used. If you
consider that there are some coun-
tries who still have no official coach-
ing academies, it makes sense that
E-41
Speaker Lan-
[Subject] guage
people are still using different termi-
nology to describe the same concept.’
{110} p. 190: There’s no way of establishing au- On the necessity of Book Perar- Pep Guar- Arena English 2017 Text
precisely what percentage of Guar- thor's repetition/practise to nau diola - The Sport
diola’s instructions during training com- ensure understanding. Martí Evolution
sessions are understood by his play- ment
ers. What is clear however is that
when he first arrived at Bayern, the
players grasped very little of what he
meant and by the time he left they
were absorbing almost everything.
{111} p. 191: Another good way to ensure au- On the evolution and Book Perar- Pep Guar- Arena English 2017 Text
the effective transfer of knowledge thor's existence of a com- nau diola - The Sport
from coach to player is the use of a common language, a Martí Evolution
‘metalanguage’: their own language ment metalanguage, as the
containing all the relevant vocabulary proper mean of com-
they’ll need to describe the particular munication within a
concepts and playing models they team, and during the
use. Or in other words, the use of game
football as a language in its own right.
Previously, I’ve written about the
‘Barça language’. I was trying to
define the work of La Masia (youth
football) where Barça’s young players
were developed and I realised that
the teaching methods and playing
models they used there actually
constitute a language. Coaches,
trainers and players all use a distinct
vocabulary to refer to the football
they practise: codes used in both
E-42
Speaker Lan-
[Subject] guage
written and spoken form, special
terminology and a distinctive num-
bering system.
{112} p. 192: Seirul.lo believes that football au- On the structure of Book Perar- Pep Guar- Arena English 2017 Text
is indeed a language, a ‘metalan- thor's the metalanguage of nau diola - The Sport
guage’ in which a pass is a means of com- football Martí Evolution
communication, the playing model is ment
the grammar we need to master and
the codes, numbers and terminology,
the alphabet.
{113} 192: Pep’s sophisticated football [Guardio- au- On the evolution of Book Perar- Pep Guar- Arena English 2017 Text
ideology was created in Holland, la] thor's the leader across nau diola - The Sport
developed in Barcelona and en- com- nations, and the Martí Evolution
hanced in Germany. Hopefully Eng- ment challenge of creating
land will mark a new milestone in its and establishing
progression. another metalanguage
at a new site.
{114} p. 193: What’s clear is that Guardiola [Guardio- au- On the legacy of Book Perar- Pep Guar- Arena English 2017 Text
doesn’t fear sharing his knowledge la] thor's knowledge (and the nau diola - The Sport
with others. Just consider his close com- continuous collabora- Martí Evolution
friendship with rival, Thomas Tuchel. ment tion) Guardiola enter-
Pep had no hesitation in sharing the tains with his former
details of his playing model with him clubs and with his
and he’s done exactly the same with peers.
the many coaches (from all levels of
football) who visited him at Säbener
Strasse: Sampaoli, Zidane, Dorival
Júnior, Sanvicente, Gattuso, Fran
Beltrán, Patricia González . . . More
than fifty of his peers came to Munich
to seek his guidance and opinions.
{115} p. 194: I’m delighted if I help a player Guardio- re- On spending time with Book Perar- Pep Guar- Arena English 2017 Text
on the way to becoming a coach in la ferred players [Alonso Xabi nau diola - The Sport
the future. Johan and others did it for quote and Neuer Manuel] to Martí Evolution
me and it’s right and proper that I do talk tactics
E-43
Speaker Lan-
[Subject] guage
it now with my players.
{116} p. 203-204: People here in Germany Guardio- re- Preparing of a Cham- Book Perar- Pep Guar- Arena English 2017 Text
don’t tend to watch games from the la ferred pions League game nau diola - The Sport
Portuguese league and it doesn’t get quote against Benfica Lisboa, Martí Evolution
much coverage in England or Spain April 2016
either. So nobody really appreciates
just how good Benfica are.
{117} p. 204: He’s watching the games in [Guardio- au- Preparing of a Cham- Book Perar- Pep Guar- Arena English 2017 Text
full panorama – all the pitch in vision la] thor's pions League game nau diola - The Sport
all the time, so that he can seek out com- against Benfica Lisboa, Martí Evolution
tiny details. Carles Planchart’s done ment April 2016
some extensive analysis too and has
given Pep his conclusions but, as
always before a big game, the coach
wants to do his own detailed evalua-
tion which he’ll then compare to the
work of Planchart and the rest of the
technical team.
{118} p. 215: There’s no way I can say Guardio- re- following 1-0 defeat Book Perar- Pep Guar- Arena English 2017 Text
what’s going to happen on the return la ferred away to Atlético de nau diola - The Sport
leg. We can’t tell the lads that, be- quote Madrid in Champions Martí Evolution
cause we had seven good chances League semi-finals
today, in the next game we’ll have first leg
fourteen and get three goals at home.
I don’t know how it’ll go. None of us
do. Every game starts from zero and
this is such a complex game that you
can never say for sure what’s going to
happen. That’s the magic of football I
suppose. It’s why we’re all so pas-
sionate about it. Maybe they’ll get
another goal and we’ll have to score
three. Or we might get five. Who
knows? All we know is that we need
to work really hard to ensure our lads
are as well organised and disciplined
as possible.
E-44
Speaker Lan-
[Subject] guage
{119} p. 228: We have to do this for the Guardio- re- following 2-1 victory Book Perar- Pep Guar- Arena English 2017 Text
guys who’ve invested so much in the la ferred at home against nau diola - The Sport
game, in this playing model. It’s not quote Atlético de Madrid, in Martí Evolution
about what people say about us, it’s Champions League
not about the column inches in the semi-finals first leg,
papers, no, it’s for everyone who’s and 2-2 on aggregate
worked so hard to produce this seeing his team elimi-
quality of football. There are so many nated from the com-
coaches who’ve put themselves on petition.
the line down the years to ensure
that these ideas survive. And I’ve a
duty to pass what I know on to future
generations. Guys like Xavi and
Busquets will eventually take on the
mantle at Barça and they’ll pass their
knowledge on just like Johan Cruyff
did for me and as I tried to do for
them. Mascherano is someone else
who’ll make a fantastic coach as will
guys like Xabi Alonso, Manu Neuer,
Javi ... That’s what it’s all about.
{120} p. 229: We may not have made it to Guardio- re- following 2-1 victory Book Perar- Pep Guar- Arena English 2017 Text
the final but we played the kind of la ferred at home against nau diola - The Sport
football that’s made the whole world quote Atlético de Madrid, in Martí Evolution
sit up and take notice. That’s not Champions League
nothing. And it’s all thanks to my semi-finals first leg,
players. They were tremendous. So and 2-2 on aggregate
brave. seeing his team elimi-
nated from the com-
petition.
{121} p. 229: There are a lot of coaches Guardio- re- following 2-1 victory Book Perar- Pep Guar- Arena English 2017 Text
around today who play a very reac- la ferred at home against nau diola - The Sport
tive game . . . I mean them no disre- quote Atlético de Madrid, in Martí Evolution
spect but we’re different. We’re Champions League
carrying on the work of Cruyff, of semi-finals first leg,
Juanma Lillo, of Pedernera, of the and 2-2 on aggregate
Brazil of the 1970s, of Menotti and seeing his team elimi-
Cappa, Ajax, the Marvellous Magyars nated from the com-
. . . We’re their natural heirs and of petition.
course we’ll lose sometimes. But the
sun will still rise the next day and
we’ll go on dreaming our dreams,
E-45
Speaker Lan-
[Subject] guage
doing our thing. In football, nobody
wins all the time, my friend. Not even
Maradona won every game. Not even
Pelé.
E-46
Speaker Lan-
[Subject] guage
{122} @34m16s: - Schianchi: Queste im- Ancelotti direct After showing a photo Group Valenti La bellezza La Gazzetta Italian 2018 https://www. Video
magine dimostra che è [Ancelotti] un quota- of the manager sing- inter- Gianni, del calcio dello Sport [2020-03- face-
allenatore che sa stare dietro il grup- tion ing and celebrating a view Schian- raccontata - Il Festival 05] book.com/La
po, che sa stare dietro l'ambiente. title with his team and chi dai maestri dello Sport GazzettaDel-
Allora io gli chiedo: come fai l'alle- fans [England] Andrea lo-
natore? C' e ... Non alleni soltanto Sport/videos/
giocatori. Ti rapporti con l'ambiente, ancelotti-
ti rapporti con la società, ti rapporti guardiola-
con ... con i presidenti, ovviamente - e sacchi-per-
non ne ha avuti di piccoli - e come stai ilfestivaldel-
vivendo anche, ti chiedo, quest'es- lo-
perienza a Napoli? sport/278795
-Ancelotti: Beh... il ruolo dell'alle- 786092796/
natore è un ruolo quello abbastanza
compleso. Bello, piacevole, ma molto
compleso. Perché ... devi relazionare
con i giocatori, prima di tutto con la
società, e con tutta la gente che
lavora con te. insomma, dobbiamo
pensare che ... diciamo, la squadra di
calcio sono 25 giocatori ma ci sono,
altrettanti perlomeno... diciamo, il
gruppo squadra comprende una
cinquantina di persone, che sono tutti
importanti ehm ... allo stesso modo.
Sono importanti nella misura in cui tu
li rendi importanti. E direi anche che
sara considerato importante il lavoro
che fa il magazziniere per ... permet-
tere sempre ai giocatori le condizioni
di avere tutte le cose che gli servono
al loro posto ... insomma. E quindi è
cambiato molto. E ... diciamo che la
mia idea di gestire questo gruppo è lì
... rendere le persone più comode e
più ... eh... sì, comode è possibile.
Delegare, dare responsabilità perché
credo che sia importante. Perché
delegare è quello che si apre ... un
allenatore ha uno staff importante.
Devi dare la possibilità e responsabi-
lizzare le persone con qualle lavoro.
E-47
Speaker Lan-
[Subject] guage
Delegare significa anche dare re-
sponsabilità. Quindi puoi delegare un
calciatore, puoi delegare un dottore,
puoi delegare il tuo staff tecnico. È
chiaro che tu devi avere le possibilità
e la necessità di tenere sotto control-
lo ... questa ... e credo che ognuno di
noi ha una maniera personale di
gestire le proprie cose. Qualche volte
mi hanno detto ... ah, nei momenti di
difficoltà ... diciamo ... tutte le volte
mi dicono "ma però, sai ... la tua
gestione è troppo morbida. Tu devi
usare la frusta. Sei troppo buono. Tu
devi usare la frusta." E io gli dico
sempre "se avete di uno che usa la
frusta, non dovete chiamare me,
chiamatene un altro". Perché la mia
... il mio carattere non è quello.
Quindi, la formazione del tuo carat-
tere dipende delle esperienze che hai
avuto. C'è ... inizia dai maestri: Se
avevi un maestro ... se avevi un papà
che te frustava, o che te pichiava ...
diciamo, cresci con un altro tipo di
cara ... di carattere. Se avevi una
maestra che ti dava le bacchettate
per non farti scrivere con la sinistrà,
probabilitmente sarei cresciuto .... ma
non ho mai avuto ... queste esperien-
ze. Quindo sono cresciuto con un
carettere così. E mi devi dare la
possibilità di esprimere il mio
carettere d'avanti ... perché espri-
mere il proprio carettere d'avanti agli
altri è l'unica maniera per essere
credibile. Perciò di fronte ai mei
calciatori ... sono ... diciamo ... rude,
non sono credibile. Non sono credi-
bile.
E-48
Speaker Lan-
[Subject] guage
{123} @37m36s: - A Napoli non sei mai Ancelotti direct After showing a photo Group Valenti La bellezza La Gazzetta Italian 2018 https://www. Video
stato rude? quota- of the manager sing- inter- Gianni, del calcio dello Sport [2020-03- face-
- Ancelotti: No no, non è il fatto che ... tion ing and celebrating a view Schian- raccontata - Il Festival 05] book.com/La
dopo ti arriabi, come ci arriabiamo title with his team and chi dai maestri dello Sport GazzettaDel-
tutti quando le cose non funzionano fans [England] Andrea lo-
bene. Ma non è mai ... non è mai Sport/videos/
l’errore, diciamo, tecnico che ti fa ancelotti-
arrabbiare. È, diciamo, una questione guardiola-
di compartamento. Se tu vedi un sacchi-per-
giocatore svogliato, poco attento, ilfestivaldel-
deconcentrato: lì. Non è che ti arriabi lo-
se un giocatore sbaglia un calcio di sport/278795
rigore perché non sappiamo ... Napo- 786092796/
li, credo ... adesso un poco sono lì ...
è un bel ambiente, una bella famiglia.
(...)
{124} @56m54s: - Valenti: È possibile che in Guardio- direct Interviews of football Group Valenti La bellezza La Gazzetta Italian 2018 https://www. Video
un futuro ... possiamo vedere su una la/Ancelo quota- coaches on the beauty inter- Gianni, del calcio dello Sport [2020-03- face-
panchina italiana lo che avevi fatto tti tion of the game and their view Schian- raccontata - Il Festival 05] book.com/La
già ... tre campionati ... che tu possa leadership ap- chi dai maestri dello Sport GazzettaDel-
venire allenare in Italia? proach(es) Andrea lo-
- Guardiola: Perché no? perché no? Sport/videos/
Non sapeva ... (audience applause) ancelotti-
Se mi sarebbe detto anni fa che ho guardiola-
allenato il Barcellona, poi andare a sacchi-per-
Monaco ... io in Germania ... parlare ilfestivaldel-
il Tedesco. lo-
- Ancelotti: Lascia stare. sport/278795
- Guadiola: E poi ... quindi adesso in 786092796/
Inghilterra ...no lo sa dove mi por-
terà... forse, perché no?
{125} @58m23s: La grossa differenze che Ancelotti direct Interviews of football Group Valenti La bellezza La Gazzetta Italian 2018 https://www. Video
ho notato che è, diciamo, al livello quota- coaches on the beauty inter- Gianni, del calcio dello Sport [2020-03- face-
ambientale. [Sono] stato fuori a tion of the game and their view Schian- raccontata - Il Festival 05] book.com/La
l'estero nove anni. È stata un esperi- leadership ap- chi dai maestri dello Sport GazzettaDel-
enza bellissima: l'Inghilterra, la Fran- proach(es) Andrea lo-
cia, la Spagna, la Germania ... stadi Sport/videos/
nuovi nella magior parte dei casi, e ... ancelotti-
infrastutture bellisime, stadi pieni, ma guardiola-
sopratutto, diciamo, rivalità sportiva! sacchi-per-
E lì io penso che siamo arrivati in- ilfestivaldel-
dietro. (...) lo-
E-49
Speaker Lan-
[Subject] guage
sport/278795
786092796/
{126} @01h02m05s: - Ancelotti: In due anni Guardio- direct Differences between Group Valenti La bellezza La Gazzetta Italian 2018 https://www. Video
... a Londra, in Inghilterra, no ho mai la/Ancelo quota- country-specific fans inter- Gianni, del calcio dello Sport [2020-03- face-
ricevuto un insulto. In due anni.. E per tti tion and players' mentality view Schian- raccontata - Il Festival 05] book.com/La
quello ho detto "ma sono fuori di in England and the chi dai maestri dello Sport GazzettaDel-
testa, questi qua!" Invence no. È other leagues Andrea lo-
come si vive. Sport/videos/
- Schianchi: È un valore, Pep, questo ancelotti-
della Premier [League], no? È un guardiola-
valore, questo della Premier? In- sacchi-per-
sieme ad altri valori. Si sta bene in ilfestivaldel-
Inghilterra ad allenare? lo-
- Guardiola: Molto, molto molto. Tu sport/278795
sei ... con la squadra, loro ... ti 786092796/
prende "tu sei uno di noi" e ... non
succede ... non ti giudichiamo per ... si
vinci o perdi ... "sei uno dei nostri fino
al fine". E poi per le strada ... la gente
... il problema, l'ho visto in Germania,
è diverso della Spagna o de Barcello-
na ... in Germania le piace il calcio,
ma poi anche il teatro, il cinema ... la
Germania, la settimana fa la vita ...
vive, non è soltanto 24 ore su 24 solo
calcio calcio calcio. Io credo che in
Espagna ... en qui, qua in Italia, en
questi paesi più latini, è un pò più ...
puff ... esagerato questo senso. En
Inghilterra se vive molto molto bene.
Non vedi giornalista durante la set-
timana (...)
{127} @01h03m58s: È normale, una cosa Guardio- direct Discussing perception Group Valenti La bellezza La Gazzetta Italian 2018 https://www. Video
culturale. Poi, è semplicemente la quota- of differences be- inter- Gianni, del calcio dello Sport [2020-03- face-
diverso ... Quando viaggi, ti rendi tion tween country-specific view Schian- raccontata - Il Festival 05] book.com/La
conto della diversità di ... dei popoli journalists practices chi dai maestri dello Sport GazzettaDel-
(...) Andrea lo-
Sport/videos/
E-50
Speaker Lan-
[Subject] guage
ancelotti-
guardiola-
sacchi-per-
ilfestivaldel-
lo-
sport/278795
786092796/
{128} @00m13s: Well depends on the day Wenger direct answering question on Inter- NN Arsene Muntazir English 2011-11-27 https://www. Video
(laughs). Very very well ... I don't quota- how many languages view Wenger on Mehdi [2019-12- youtube.com
know, I can understand fix-six, a bit tion he speaks Languages 26] /watch?v=aS
Japanese as well ... French, German, WnNRrtfw0
English, Spanish, Italian, and a bit
Japanese.
{129} @00m35s: Well ... I feel everytime Wenger direct answering question if Inter- NN Arsene Muntazir English 2011-11-27 https://www. Video
you learn a new language, the next quota- there is any language view Wenger on Mehdi [2019-12- youtube.com
one is easy to learn. tion he'd like to learn Languages 26] /watch?v=aS
WnNRrtfw0
{130} @00m52s: When I was a very young Wenger direct Inter- NN Arsene Muntazir English 2011-11-27 https://www. Video
boy, I always wanted to go out of my quota- view Wenger on Mehdi [2019-12- youtube.com
village. I lived in a very small village, tion Languages 26] /watch?v=aS
and I quickly noticed that when I WnNRrtfw0
went out there, to Germany for
example, people spoke a language
that I didn't understand. And I tried to
think ... ok I have to learn German.
That's why I worked very hard at
school with my German and I became
quite good. After, when I was a bit
older, because I was very passionate
about football. I thought ... I have to
... I don't imagine that I will spend my
life in my village. And how could I get
out there and know more about
football? Of course England invented
football, and therefore I had to learn
English. So I decided to learn English.
But I never imagined that one day I
would coach in England, of course.
{131} @04m14s: provide teachers for the Wenger direct if foreign players are Inter- NN Arsene Muntazir English 2011-11-27 https://www. Video
players who are coming, of course, quota- provided assistance by view Wenger on Mehdi [2019-12- youtube.com
that who don't speak English at all. tion his club for learning Languages 26] /watch?v=aS
English WnNRrtfw0
E-51
Speaker Lan-
[Subject] guage
{132} @05m02s: First, I had some English Wenger direct experience with a Inter- NN Arsene Muntazir English 2011-11-27 https://www. Video
players when I was coach in France: quota- translator in Japan view Wenger on Mehdi [2019-12- youtube.com
Glenn Hoddle, Mark Hatley, ... who tion Languages 26] /watch?v=aS
helped me to improve a little bit my WnNRrtfw0
English. After when I went to Japan.
At the start, of course, I couldn't huh
... coach in Japanese at all, and I
decided to coach in English. They
gave me an English translator. And
we started to lea ... to lose the first
five-six games ... and ... and one day
the chairman -that shows you what
language means- the chairman called
me and said "please can you come
and meet me." I said "okay, no prob-
lem." And I expected the sack. To lose
five-six games, in the club, it usually
means "bye-bye." And I went in
there, and the Chairman tells me "I've
taken a very big decision", I said "yes,
I understand", he said: "I will the
translator." I said "thank you very
much, but it's not his fault I'm losing
games." And finally, I could save the
translator and we won the few games
after. And we both stayed at the club.
{133} @06m21s: But it just shows you, at Wenger direct language for access to Inter- NN Arsene Muntazir English 2011-11-27 https://www. Video
the start, when you are in a foreign quota- culture and people view Wenger on Mehdi [2019-12- youtube.com
country ... of course you have to learn tion Languages 26] /watch?v=aS
the culture ... the local culture. But as WnNRrtfw0
well the communication, in our job
what you transmit ... what you know,
your knowledge becomes very very
important. And then I started of
course to have a Japanese teacher.
And ... it's not only that you speak
well, the language ... but I felt when
you get deeply into a language, you
know more about the culture. And
you understand better people. Be-
cause ... the language, the way the
sentences are built, has a very big
E-52
Speaker Lan-
[Subject] guage
influence on the way people behave.
And you penetrate much more the ...
the way people think, the way people
behave. And I felt every time when I
was in a foreign country, and I started
to learn the language ... I didn't speak
perfectly the language, but I always
had the feeling that I understood
them more.
{134} @08m43s: But what is great in sport Wenger direct language as an in- Inter- NN Arsene Muntazir English 2011-11-27 https://www. Video
is that, as well, people cannot speak quota- strument view Wenger on Mehdi [2019-12- youtube.com
together can play together. Because tion Languages 26] /watch?v=aS
you ... You use basically your body, WnNRrtfw0
and the way you understand the
game to communicate. And you can
have a ... can share exactly the same
vision of the game ... a Russian, an
American, a Japanese can play to-
gether, can have a fantastic time
togethe,r without talking together.
And that's where football sometimes
is a ... huh obstacle ... is an obstacle
to improve the communication
because the players feel they can
anyway play together, they don't
need to communicate. And we have
to push them really to learn very well
English. Because they feel sometimes
that to play together is enough. And
we have to work on the communica-
tion inside the team when we have
many people together from different
countries ... because high communi-
cation in a group meets high dynamic.
The first thing that dies when the
team's dynamic goes down is the
communication ... create little clans
right, left, everywhere, you know ...
and the communication goes. That
E-53
Speaker Lan-
[Subject] guage
means the team dynamic goes as
well.
{135} @23m19s: (...) They help me ... the Guardio- direct At first press confer- Video NN Pep Guar- Man City English 2016 https://www. Video
big coaches, and José [Mourinho] is la quota- ence following ap- diola's first [2020-11- youtube.com
of course one of them ... they help tion pointment at Man- manchester 09] /watch?v=wd
me to reach another leve like a coach chester City FC City press gg77kQWcg
... So my experience against him, conference
against for example Jürgen Klopp in
Dortmund, or in that time in Dort-
mund Thomas Tuchel and a lot of
coaches and managers in Spain, in
England, they made me better (...)
{136} @00m16: First of all, I have to say ... I Klopp direct First words speaking Video NN Jurgen This Is English 2015 https://www. Video
have to say sorry for my English but quota- publicly in English Klopp's Anfield [2020-02- youtube.com
hmm ... (...) tion during presentation at Liverpool 01] /watch?v=pV
Liverpool FC FC unveil- _cRk9YPpA
ing press
conference
(in full)
E-54
Speaker Lan-
[Subject] guage
{137} p. 5: Since our beginning, the educa- Wil- re- Foreword eBook Carson The Man- The League English 2014 Text
tion and development of our mem- kinson ferred Mike ager - Managers
bers, and prospective members, has quote Inside the Association
been a responsibility we have taken minds of
very seriously. In this respect, one of football's
our major objectives has been to leaders
meticulously research and identify
those characteristics and traits com-
mon to the best of the best. Our
findings leave us in absolutely no
doubt; the quality which sets apart
the very best from the rest is ‘lead-
ership’. The best managers are
passionate about football, obsessed
and driven by the need to manage
and succeed. Without exception, they
also share a crystal-clear sense of
where they are going; they know and
understand how they will get there;
and they have that precious ability to
get inside the hearts and minds of
those they work with and convince
them to follow. They all possess an
unquenchable thirst for knowledge,
a passion for learning, and a willing-
ness to successfully adapt to chang-
ing times and circumstances. In
addition, they all have a huge gener-
osity in their willingness to share
information for the benefit of those
taking their first treacherous steps
up the slippery slope of football
management. It is this willingness to
share that has enabled the LMA to
methodically develop our own Lead-
ership Education Programme, ‘Sur-
vive, Win, Succeed’, as we have
sought to ensure that all our mem-
bers receive the best possible start to
their careers.
E-55
Speaker Lan-
[Subject] guage
{138} p. 6: (...) what we traditionally under- Wil- re- Foreword eBook Carson The Man- The League English 2014 Text
stand the term ‘manager’ to mean, kinson ferred Mike ager - Managers
and to their ability to encompass quote Inside the Association
aspects of leader, father figure, minds of
coach, and psychologist roles into football's
their daily work. leaders
{139} p. 11: it is about creating winning au- The role of a leadear eBook Carson The Man- The League English 2014 Text
environments, delivering on enor- thor's in [English] Premier Mike ager - Managers
mous expectations, overcoming com- League Football Inside the Association
significant challenges, handling ment minds of
pressure and staying centred football's
throughout – a set of challenges leaders
familiar
to leaders in all sectors.
{140} p. 14: The manager’s philosophy, if Hodgson re- a possible long lasting eBook Carson The Man- The League English 2014 Text
sufficiently clear and powerful, will ferred impact by a manager Mike ager - Managers
filter down not only to his team, but quote Inside the Association
also to other teams at all levels within minds of
his club’s structure – and it might football's
actually impregnate the whole club leaders
for a long, long period. (...)
{141} p. 15: There was a time when clubs Houllier re- eBook Carson The Man- The League English 2014 Text
thought that winning on the pitch ferred Mike ager - Managers
was enough. Now times have quote Inside the Association
changed and you need to win off the minds of
pitch as well (....) and this is also football's
based upon very good human rela- leaders
tionships.
{142} p. 19: it’s a cruel and hard, hard world Allardyce re- Reflecting on conflicts eBook Carson The Man- The League English 2014 Text
trying to make your way up as a ferred with owners and Mike ager - Managers
manager. You come through that, you quote chairmen, as well as Inside the Association
generally end up being a good leader. the general environ- minds of
ment in lower leagues. football's
leaders
E-56
Speaker Lan-
[Subject] guage
{143} p. 23: Owners now are making Hodgson re- on "choosing the right eBook Carson The Man- The League English 2014 Text
massive investments in their clubs ferred man for the job" Mike ager - Managers
(...) so it is entirely reasonable that quote Inside the Association
they may go for high-profile manag- minds of
ers with track records, no matter football's
where they were born. People now leaders
quite happily realise that being Eng-
lish is in itself neither an advantage
nor a disadvantage [for Premier
League management] – in the same
way that being Italian or French or
any other nationality is neither an
advantage nor a disadvantage. A
manager can succeed or fail whatever
his nationality. There is some inter-
esting variety though that comes
from cross-cultural appointments.
While the actual job of coaching and
managing a football team in terms of
the physical and tactical side may not
vary much, what can vary from cul-
ture to culture are the leadership
qualities and characteristics required,
and with those the ability to lead a
team of people to success. Bob
Houghton and I both used our own
style to get to success in Sweden in
the 1970s and 80s; Wenger and
Mancini have been doing it recently
in England.’
{144} p. 23-24: Every day as coaches, we Hodgson re- some aspects and eBook Carson The Man- The League English 2014 Text
are in the communication business. In ferred requirements for the Mike ager - Managers
lower leagues we are also educators, quote job Inside the Association
but at the top end we work with minds of
people who know how to play superb football's
football. I have been privileged to leaders
always work at the top end, so my
work has been making sure that the
skills and abilities the players have
are blended together and are used
purely and solely for the benefit of
the team. And that’s where you come
E-57
Speaker Lan-
[Subject] guage
to the major leadership challenges:
some of your players whose abilities
are important to the club and the
team are going to be ego-driven and
insufficiently team orientated to bring
those skills to the team itself.
{145} p. 24: There are two types of players: Hodgson re- team constellation eBook Carson The Man- The League English 2014 Text
the players who bring what they have ferred Mike ager - Managers
to the team to make the team good, quote Inside the Association
and players who use the team to minds of
make themselves look good. When football's
you encounter the second type, leaders
communication skills are absolutely
critical if you are going to convince
them that they are on the wrong
road.
{146} p. 26: Every business, every organisa- [Hodg- au- qualities of a manager eBook Carson The Man- The League English 2014 Text
tion has stakeholders whose voices son] thor's in the middle of a Mike ager - Managers
are important and influential. But one com- turbulent environ- Inside the Association
of the traps of leadership is to believe ment ment minds of
you are the centre of the universe. football's
Hodgson has both humility and leaders
pragmatism, not disregarding the
fans for their emotional attachment,
but honouring it with respect and
thoughtfulness.
{147} p. 26: At Porto, I had one massive, Villas- re- the pressure [from the eBook Carson The Man- The League English 2014 Text
massive advantage, which Pep Guar- Boas ferred fans] to compete and Mike ager - Managers
diola also had at Barcelona: we were quote win Inside the Association
both coaching teams we supported as minds of
fans. When that happens, you know football's
exactly how your fans behave, you leaders
know how to touch people, you know
how to move people, you know the
channels.
E-58
Speaker Lan-
[Subject] guage
{148} p. 26-27: The greatest managers are Villas- re- adaptability and eBook Carson The Man- The League English 2014 Text
able to replicate these things at Boas ferred appreciation for the Mike ager - Managers
different clubs and in different quote manager's effective Inside the Association
leagues. José [Mourinho] is the work minds of
greatest example of this kind of football's
adaptability with maximum success. It leaders
is something that is not achievable for
all other managers.
{149} p. 27: They have heard or read about Warnock re- adaptability and eBook Carson The Man- The League English 2014 Text
this Neil Warnock who breathes fire ferred appreciation for the Mike ager - Managers
and smoke comes out of his ears and quote manager's effective Inside the Association
they don’t want that – but when they work from the fans minds of
actually get me working for them football's
they understand how I work and they leaders
quite enjoy it.
{150} p. 32: I never had a problem with the Ancelotti re- authors's comment, p. eBook Carson The Man- The League English 2014 Text
press; usually I like to joke with the ferred 32: "Interestingly, Mike ager - Managers
press. Sometimes we all take it too quote managers find that Inside the Association
seriously. Football is a game, after all. media attitudes vary minds of
I love the atmosphere in England for from country to football's
this reason. In England, football is country – which leaders
very important, but the atmosphere accounts for some of
is very good. The press in England are the variety in ap-
not so interested in tactics, so they proach from non-
don’t put so much pressure on man- native Premier League
agers. They like the private lives – managers. Carlo
especially the tabloids. In Italy and in Ancelotti actually
France they put more pressure on the prefers the English
tactics of the game. In Italy they want press to the more
all the press conference to talk about tactically aware Ital-
the line-up. All the questions are to ians and French:"
understand what the manager thinks
about the line-up and which players
are going to play or not. If they un-
derstand the line-up they can also
understand the player that plays and
maybe they can put some pressure
on the players that don’t play. In
France they are the same. So in the
press conference, I like to joke and
keep it light.
E-59
Speaker Lan-
[Subject] guage
{151} p. 33: While you can get around Ancelotti re- Language issue eBook Carson The Man- The League English 2014 Text
language barriers on the coaching ferred Mike ager - Managers
field where a lot of what you do is quote Inside the Association
technical, dealing with other stake- minds of
holders – not least the media – can football's
present a major problem. You have to leaders
develop at least a working knowledge
of the language when working
abroad.
{152} p.39-40: It is very difficult. Sometimes Ancelotti re- On the importance of eBook Carson The Man- The League English 2014 Text
a player causes problems for his ferred one-on-one relation- Mike ager - Managers
manager. But if he doesn’t under- quote ship Inside the Association
stand what his manager needs, then minds of
he knows he cannot play at the top football's
level. We managers have a possibility leaders
to leave players out. But if you take a
strong decision you have to have the
support of the club. If you don’t have
that support you are dead. If you
make a mistake, you have to have the
support of the club and until the last
day you have to be the number one.
The players know if there is no good
relationship between manager and
president or owner. It’s very easy to
break the dressing room. I had a good
example when I was at Juventus. I felt
that I was really the number one, and
the club had a lot of trust in me.
Eventually they sacked me because I
wasn’t good enough. This was OK, but
until the last day, there was no prob-
lem. The players knew this very well.
This is the key to keeping good rela-
tions when times are tough.
{153} p. 40: Leaders have values and behav- au- the reality of leader- eBook Carson The Man- The League English 2014 Text
iours that their players don't neces- thor's follower attitude Mike ager - Managers
sarily share. com- Inside the Association
ment minds of
football's
leaders
E-60
Speaker Lan-
[Subject] guage
{154} p. 40: When I get off a bus – Premier Warnock re- the changing reality of eBook Carson The Man- The League English 2014 Text
League or Championship – players ferred leader-follower atti- Mike ager - Managers
will go into the dressing room, big quote tude Inside the Association
earphones on, music blaring, walk minds of
past the crowds. I get off last and football's
when I get off I take my own pen out leaders
and I go round the bus and for 20 to
30 minutes I sign autographs. I’m
happy doing that, rather than going
into the dressing room and listening
to that headbanging music which I’ve
no time for. I’d rather talk to people.
{155} p. 40: ‘The human beings that we Ferguson re- the changing reality of eBook Carson The Man- The League English 2014 Text
deal with now are more fragile than ferred leader-follower atti- Mike ager - Managers
they ever were. They are cocooned – quote tude Inside the Association
brought up differently. They are often minds of
protected by parents who live their football's
lives through the success of their kids leaders
{156} p. 40-41: From when I first started Pulis re- the effect of the eBook Carson The Man- The League English 2014 Text
out in management to where I am ferred current reality on the Mike ager - Managers
now, the characteristics of society quote manager Inside the Association
have changed enormously – and my minds of
own leadership approach has evolved football's
accordingly. I spend a lot more time leaders
now speaking individually with play-
ers.
{157} p. 41: When I first started and I had to Pulis re- the effect of the eBook Carson The Man- The League English 2014 Text
say something to a player in front of ferred current reality on the Mike ager - Managers
the rest of the team, then I would just quote manager Inside the Association
say it without flinching, even if it was minds of
detrimental. Today 90 per cent of the football's
times when I need to sort out an leaders
issue with a player, I will take a player
out of the group situation and talk to
him individually.
{158} p.41: I think players – possibly reflect- Pulis re- change of society and eBook Carson The Man- The League English 2014 Text
ing society in general – take things ferred players over time Mike ager - Managers
more personally than they did 20 quote Inside the Association
years ago, and it’s important as a minds of
leader to adjust your skill set accord- football's
ingly leaders
E-61
Speaker Lan-
[Subject] guage
{159} p. 41-42: I enjoy getting the best out Warnock re- author's comment: p. eBook Carson The Man- The League English 2014 Text
of people where other people say ferred 42: A leader should be Mike ager - Managers
don’t touch them with a barge pole. quote prepared to back his Inside the Association
When everyone tells me, “They can’t own judgement, even minds of
do this, they can’t do that,” I look at in the face of contra- football's
what they can do. I also look at who dictory advice from leaders
they are – their temperaments and those close to him.
personalities. I like creating a team of
different characters. When I first
started at Scarborough in 1986, we
were betting certainties to be rele-
gated – supposed to be the worst
team in the league. I took about 20
players up to Scarborough to show
them the set-up. All of them were
free transfers, all cast-offs – but I just
felt that every one of them had
something to offer. They all had
plusses. I think you can get carried
away looking at what they’re not
good at, but I think if you can work on
what someone is good at you have
more opportunity of progressing than
you have if you focus on their faults.
{160} p. 43: In Milan, I had a report to help Ancelotti re- how to look at/value eBook Carson The Man- The League English 2014 Text
me understand what kind of player I ferred players and on-on-one Mike ager - Managers
was seeing, for each player. It was quote relationship: players Inside the Association
very interesting. So when they make are people minds of
a mistake yes, you have to speak to football's
them individually. But also you have leaders
to understand what kind of commu-
nication players like because there
are some players who don’t like to
be spoken to in front of the others,
there are others that don’t have a
problem with you speaking in front
of the others. Sometimes you have
to speak in front of the others so the
others can understand. This is a
leadership challenge. But it’s im-
portant to know which type of
communication to use with each
E-62
Speaker Lan-
[Subject] guage
different player. There are players
that are focused on what you say, but
there are other players, for example,
that like to be touched – a hand on
the arm – when you are talking to
stay focused. Others are not so
bothered about touch. You have to
understand each one, to get the most
out of him
{161} p. 43: Empathetic leaders don’t just au- how to look at/value eBook Carson The Man- The League English 2014 Text
catch what is said – they listen for thor's players and on-on-one Mike ager - Managers
what is not said, and actively search com- relationship: players Inside the Association
for underlying meaning, scanning ment are people minds of
conversations, facial expressions and football's
body language for clues. leaders
{162} p. 45: Ancelotti believes in a costly au- how to look at/value eBook Carson The Man- The League English 2014 Text
version of empathy. thor's players and on-on-one Mike ager - Managers
com- relationship: players Inside the Association
ment are people minds of
football's
leaders
{163} p. 45: Empathy does not equate to au- on the need for steel eBook Carson The Man- The League English 2014 Text
softness. thor's Mike ager - Managers
com- Inside the Association
ment minds of
football's
leaders
{164} p. 45: I was a manager of someone Ancelotti re- handling a potential eBook Carson The Man- The League English 2014 Text
who had played with me. How could I ferred issue and communica- Mike ager - Managers
break the relationship that we had quote tion surrounding it Inside the Association
when we were players? We stayed minds of
friends, but they have respect be- p. 45: In stepping up football's
cause my role was different. I was no to lead your peers, the leaders
longer a player – I was a manager. art of one-on-one –
They have to respect my decisions. specifically how you
Sometimes that is not easy. I remem- deliver the message –
ber dropping players who came to me is critical.
E-63
Speaker Lan-
[Subject] guage
after my decisions to ask me, “Why
did you take me out? We are
friends!” I would answer them: “Yes,
we are friends – and we can continue
to be friends – but you have to stay
on the bench today.”
{165} p. 47: So what did Colquhoun see in au- With the example of eBook Carson The Man- The League English 2014 Text
McCarthy that commanded his ongo- thor's the friends Colquhoun Mike ager - Managers
ing loyalty despite being dropped? com- and McCarthy: dis- Inside the Association
Two things. The first is reliability. We ment playing steel does not minds of
often think of reliability as being on exclude relationship football's
time, or playing a solid, constant and trust-building leaders
game – we talk admiringly of reliable
goalkeepers, for example. However, p. 47: Great leaders
being a good leader is more about make tough decisions,
whether or not they keep their prom- and still build power-
ises – or, put even better, whether ful relationships.
they make promises they cannot
keep. Tempted though he must have
been to promise Colquhoun a place
back in the starting line-up as soon as
he was fit again, McCarthy did not
take the easy route. Beyond reliabil-
ity, he acted with integrity. For a
football manager with integrity, what
he thinks, believes, says and does all
align. McCarthy knew Colquhoun
wasn’t fully fit – and Colquhoun knew
that McCarthy knew. In not selecting
him, he behaved with integrity, and
he and Colquhoun remain friends to
this day. Integrity and steel can build
loyalty.
E-64
Speaker Lan-
[Subject] guage
{166} p. 49: Because of my caring back- Rodgers re- the need for steel eBook Carson The Man- The League English 2014 Text
ground, I was always about giving ferred Mike ager - Managers
people the opportunity and the quote Inside the Association
chance. I have not lost that, but I minds of
have tempered it. I was simply giving football's
people too many chances for too leaders
long. So I went in with my personal
philosophy unchanged, but then I did
three things differently. First, I be-
came much more open in my com-
munication. I started speaking to
players like men and not boys, and I
expected them to speak to me like a
man. I became straightforward with
them – not waiting six months to tell
them something that I know now.
Secondly, I committed to provide
more quality in my work. I’d study, I’d
prepare, go into detail in my planning
and preparation to ensure that the
players were as prepared as possible.
And thirdly I would be much more
ambitious: for the club’s success, for
the players’ success and for my own
success – in that order. So now we
have both style and steel. That is the
phrase the team uses – it is true for
them, and it is true for me.
{167} p. 50: Let us say honestly they have Wenger re- the need for steel eBook Carson The Man- The League English 2014 Text
gone from a very normal world to a ferred Mike ager - Managers
very privileged world, today all the quote Inside the Association
players are in a very privileged situa- minds of
tion. So how players are perceived football's
has changed. Some people believe leaders
now that because they make a lot of
money, they just have to produce.
But it doesn’t work like that. No
matter how much money you make in
life, you are a guy who wakes up in
the morning with a pain in his neck or
his knee, who feels good or not so
good, and you are first a person, no
E-65
Speaker Lan-
[Subject] guage
matter how much money you make.
At this club – as at a number of others
– we manage to keep traditional
values at the foundation of all we do.
These include respect for people,
solidarity when people are in trouble,
supporting players’ families, keeping
our word. Basically old-fashioned
qualities are still respected here and
maybe that is why people have fond
memories of our club.
{168} p. 52: Players of integrity build great au- Situation at a club, eBook Carson The Man- The League English 2014 Text
reputations for theselves and their thor's and the manager's Mike ager - Managers
clubs. (....) Employees and even com- duty Inside the Association
directors leave businesses when their ment minds of
basic needs are not being met – football's
sometimes with serious consequenc- leaders
es for the organisation and those who
remain. Players leave clubs when
they are not playing – their need for
growth and for belonging is not being
met.
Great football managers meet their
players at all these levels. It is a rare
skill indeed.
{169} p. 53: Wenger is known for many Wenger au- portraiting Wenger eBook Carson The Man- The League English 2014 Text
clear principles and beliefs. He is thor's Mike ager - Managers
committed to internationalism, to com- Inside the Association
youth, to fairness, to high-quality ment minds of
nutrition, to sustainable transfer and football's
wage policies, to entertaining and leaders
attacking football and to the purity of
the game. (...) at the age of 45, that
Wenger’s work would take him out of
his native France, but he soon
showed the greatness of mind and
breadth of worldview that would
define his Premier League years.
E-66
Speaker Lan-
[Subject] guage
{170} p. 53:. I was always very curious and Wenger re- narrating discovery of eBook Carson The Man- The League English 2014 Text
when I crossed the border [into ferred the world beyond his Mike ager - Managers
Germany] I realised they had the quote borders Inside the Association
same problems as we did. They minds of
wanted to enjoy life, they wanted to football's
be happy; they go to work, leaders
they go home, they enjoy life like we
do. In this way I got an interest and
tried to discover more. I realised no
one is completely good or completely
bad and everybody wants to be
happy in life.
{171} p. 56: If a manager wants to create au- duty and require- eBook Carson The Man- The League English 2014 Text
great outcomes, he needs to address thor's ments for the manag- Mike ager - Managers
his players at every level of the [hu- com- er Inside the Association
man] iceberg. (...) What the leader ment minds of
needs to address is the why. Why did football's
the player drink too much? Because leaders
he was angry. Why was he angry?
Because he was left out of the team.
Why did that make him angry? Be-
cause above all else he values playing.
Why does he value playing? Because
he needs to be appreciated. And so
on. When we change what’s below
the waterline, we also shift the visible
part.
The challenge to the manager then is
to get at the stuff that is below the
surface for his players – to address
them at the level of emotions, values,
aspirations, needs and fears. This is
how he will get real shifts in the
individuals and the team. This is why
Wenger is committed to working with
emotions, identifying beliefs and
motivations, and embedding practical
values.
E-67
Speaker Lan-
[Subject] guage
{172} p. 56: You can show emotions to Wenger re- influence of emotions eBook Carson The Man- The League English 2014 Text
people without even talking to them. ferred on players, and play- Mike ager - Managers
I can remember a whole period of my quote ers on society Inside the Association
playing life when I had good passes minds of
from a Russian without ever speaking football's
to him and we shared exactly the leaders
same emotions. In the same way, you
can dance with somebody without
ever talking and you are on the same
wavelength because you can feel the
music. Sport can be fantastic for that.
It lets people share emotions without
having the absolute necessity to
communicate with words. Emotions
can then create inside the desire to
communicate afterwards: I would like
to know more about this person
because I had a fantastic feeling.
In this way, I think sport can show
how the world can live together.
{173} p. 56-57: In the world of tomorrow, Wenger re- influence of emotions eBook Carson The Man- The League English 2014 Text
we will all have to live together more ferred on players, and play- Mike ager - Managers
and more – and football and big quote ers on society Inside the Association
sports can be in advance of society. minds of
Seeing 18 nationalities work together football's
at a club, trust each other and create leaders
something powerful together – this is
very exciting.
{174} p. 57: It [his stay in Japan] made me direct re- commenting about eBook Carson The Man- The League English 2014 Text
believe that everyone during their quota- ferred experience abroad Mike ager - Managers
education before the age of 14 tion quote and its influence on Inside the Association
should ideally try to spend six months him minds of
or a year in a different culture, be- football's
cause it makes you realise leaders
that the way you see life is not the
only way. It made me more open-
minded. We all need to discover for
ourselves that other cultures have
other advantages. You will always feel
completely at home within your
culture, but you know as well that’s
not the only way to live. Sport can do
E-68
Speaker Lan-
[Subject] guage
that.
{175} p. 57: I get players who used to play Wil- re- Evolution of players eBook Carson The Man- The League English 2014 Text
for me saying to me now, “Gaffer, kinson ferred over time and with Mike ager - Managers
you can’t say to them now what you quote society, and how to go Inside the Association
used to say to us!” Now, one answer about it as a leader minds of
to that is: “Why not? Is it suddenly football's
not right to tell the truth?” But the leaders
smart answer, of course, is that
footballers have changed with the
society around them. They are more
sensitive – so the letter has to be
delivered by a different postman. And
the good managers do that. It’s not
about you enjoying yourself and
having a good rant – it’s about the
result and how best to achieve it.
Today that means more one-to-ones.
{176} p. 57-58: Sport is about trophies and Wenger re- The role of values eBook Carson The Man- The League English 2014 Text
spectacle; it's also about values. And ferred Mike ager - Managers
in team sports, solidarity is very quote Inside the Association
important. You can see this when minds of
individual sports are turned into team football's
sports occasionally - like the Ryder leaders
Cup in golf. It becomes a different
sport. It adds something by being
together, the emotions, going for
something together, and suddenly
the interest becomes bigger, sudden-
ly it is about “us” and not “me”.
Human beings subconsciously under-
stand that alone I am nothing, but in
a team I can achieve great things. So
a leader helps people understand at a
very young age that “together” can
give them more than just “me”. It is
in a period of your life when your ego
E-69
Speaker Lan-
[Subject] guage
is massive – if you are 20, 21, 22 the
world turns around you – and that’s a
normal developmental thing for a
person. But at that age I believe that
a leader has a big part to play to give
this understanding that, OK, you are
important but all together we are
even more important. That’s the joy
of a team sport.
{177} p. 58: In football, the manager is the Wil- re- The role of values and eBook Carson The Man- The League English 2014 Text
culture. I need to embody what I kinson ferred role modelling Mike ager - Managers
want to see – in training and else- quote Inside the Association
where. minds of
football's
leaders
{178} p. 58: My rule was to have as few Wil- re- Establishing rules to eBook Carson The Man- The League English 2014 Text
rules as possible. We worked on the kinson ferred enforce/enact values Mike ager - Managers
basis of respect, trust, fairness, quote Inside the Association
honesty – and team spirit. minds of
football's
leaders
{179} p. 59: What keeps me going is my Wenger re- on self-motivation eBook Carson The Man- The League English 2014 Text
love for the game, for doing the job I ferred Mike ager - Managers
do and for football. I have that inter- quote Inside the Association
nal desire to be as good as I can, minds of
refusing to be average. Unfortunately football's
sometimes in the job I feel leaders
very average when I don’t deliver
results, but there is something in
every individual that pushes him to
try and be excellent. That is my
petrol.’
{180} p. 60: (...) for example, if a player is Wenger re- on player's motivation eBook Carson The Man- The League English 2014 Text
only motivated by money he will not ferred Mike ager - Managers
go far. Players are made rich very quote Inside the Association
quickly, so if he has the money and is minds of
only motivated by money where does football's
E-70
Speaker Lan-
[Subject] guage
he go? leaders
{181} p. 60: I believe in creating an organi- Wenger re- on creating the ap- eBook Carson The Man- The League English 2014 Text
sation where every individual be- ferred propriate environ- Mike ager - Managers
lieves that he can exploit his full quote ment based on values, Inside the Association
potential, and as well that he con- rules and motivation minds of
tributes to the goodness of the club football's
and team. We have a sense of be- leaders
longing and a sense of wanting to
realise what we are capable of doing.
In an organisation you can get these
two things right: I feel I belong to it
and I feel I can get the best out of
myself by doing that. You have a
chance to be successful.
{182} p. 61: You’ve got to have a system in Ferguson re- on creating the ap- eBook Carson The Man- The League English 2014 Text
your club where it stays in the dress- ferred propriate environ- Mike ager - Managers
ing room. Anything quote ment based on values, Inside the Association
that we have to say remains there. rules and motivation minds of
That was true for me right from the football's
start, from 32 years old. I never ever leaders
would talk about what happened
between me and the players. I’ve
always held that confidentiality. By
doing that I am laying a foundation of
trust – a sense they can depend on
you. Human beings need that be-
cause they are fragile. In fact, the
human beings that we deal with now
are more fragile than they ever were.
{183} p. 61: The secret is to get people to Keegan re- on creating the ap- eBook Carson The Man- The League English 2014 Text
believe in each other. Once you’ve ferred propriate environ- Mike ager - Managers
got that, you’ve got a chance – be- quote ment based on values, Inside the Association
cause you won’t beat the opposition rules and motivation minds of
if you’re beating yourself. But they football's
don’t all have to love each other.’ leaders
{184} p. 62: I’ve always looked for players I Moyes re- principles for building eBook Carson The Man- The League English 2014 Text
feel could go on a journey with me, ferred the squad and the Mike ager - Managers
not just do a job. I try and sign players quote team Inside the Association
who I think could go with me for four, minds of
five or six years if possible. I always football's
E-71
Speaker Lan-
[Subject] guage
have to believe I could leaders
work with them in the long term.
{185} p. 63: With camera phones and Moyes re- Evolution of players eBook Carson The Man- The League English 2014 Text
instant media, players have to be ferred over time and with Mike ager - Managers
much more self-disciplined than in quote society, and how to go Inside the Association
the past about it as a leader minds of
football's
leaders
{186} p. 63: only be a leader with open- Villas- re- leadership style eBook Carson The Man- The League English 2014 Text
minded leadership – open-minded in Boas ferred Mike ager - Managers
the sense of implying responsibilities quote Inside the Association
in people and making sure people are minds of
made accountable for the mistakes football's
that they do instead of me repri- leaders
manding them hard for what they are
doing wrong.
{187} p. 63: There are the basic ground Moyes re- on creating the ap- eBook Carson The Man- The League English 2014 Text
rules that most football players have ferred propriate environ- Mike ager - Managers
to abide by, and one or two which are quote ment based on values, Inside the Association
important to me which I might men- rules and motivation minds of
tion to the players, but I really want football's
them to discipline themselves. Good leaders
leaders don’t have to be too heavily
involved in it all the time. Only in
extreme cases do they need to come
in and take action.
{188} p. 63: [only sign players who] display Moyes re- requirements in a eBook Carson The Man- The League English 2014 Text
self-discipline, honesty and respect ferred player's profile Mike ager - Managers
quote Inside the Association
minds of
football's
leaders
{189} p. 64: You need to have certain Jol re- on creating the ap- eBook Carson The Man- The League English 2014 Text
arrangements before a match and ferred propriate environ- Mike ager - Managers
before a season, and certain quote ment based on values, Inside the Association
rules and regulations, and I always rules and motivation minds of
say I won’t let anything slip. football's
leaders
E-72
Speaker Lan-
[Subject] guage
{190} p. 64: It’s not about you [a player], it’s Jol re- on enforcing rules for eBook Carson The Man- The League English 2014 Text
about the group. ferred the appropriate Mike ager - Managers
quote environment Inside the Association
minds of
football's
leaders
{191} p. 65: I remember the tough conver- Moyes re- Preparing for potential eBook Carson The Man- The League English 2014 Text
sation when I changed the captain. ferred conflict Mike ager - Managers
Like any leader making big decisions, I quote Inside the Association
looked for the best way to do it, tried minds of
to be fair and did what I believed was football's
right. It was a long thought process – I leaders
don’t make these decisions lightly.
Then I worked out how to give him
the message in a way that would
keep him completely engaged and
playing well.
{192} p. 65: I use role plays [getting some- Hoddle re- Preparing for potential eBook Carson The Man- The League English 2014 Text
one else to play the character] and ferred conflict Mike ager - Managers
visualisation, which I find very power- quote Inside the Association
ful. But because I’m dealing with a minds of
human being, there is a reaction that football's
I can’t predict – so I have to be ready leaders
to go somewhere I didn’t expect.
{193} p. 69: For me, being a football man- Wenger re- navigating through eBook Carson The Man- The League English 2014 Text
ager is being a guide. A guide is ferred complext and turbu- Mike ager - Managers
someone who leads people some- quote lent environment Inside the Association
where. That means he has to identify minds of
what he wants in a clear way, con- football's
vince everybody else that is where we leaders
go together and then try to get the
best out of each individual.
{194} p. 72:We had our dreams and our war Allardyce re- facing the "battle" as a eBook Carson The Man- The League English 2014 Text
room; and we established a siege ferred team Mike ager - Managers
mentality, with an aim to break out of quote Inside the Association
the Championship while everyone minds of
was trying to stop us. We turned the football's
challenge to our own advantage, and leaders
the confidence of the club grew.
=> Leadership team: War room

(Newscastle)/Liverpool (boot room)
E-73
Speaker Lan-
[Subject] guage
{195} p. 72-73: I was very fortunate to have Pulis re- facing the "battle" as a eBook Carson The Man- The League English 2014 Text
had my coaching staff with me for ferred team Mike ager - Managers
quite a few years. I trust my staff and quote Inside the Association
if I were to miss anything I would minds of
hope that the staff would see it and football's
pick up on it. (...) My staff help me a leaders
great deal.
{196} p. 73: Football managers speak of au- reasons and challeng- eBook Carson The Man- The League English 2014 Text
three core areas of challenge where thor's es for the "team Mike ager - Managers
teamwork can have real impact: com- behind the team" Inside the Association
complexity (problem-solving leader- ment minds of
ship), technology change (expert football's
leadership) and people (values-based leaders
leadership).
{197} p. 74: you have to pay foreign players Allardyce re- on building up a eBook Carson The Man- The League English 2014 Text
a lot to attract them to the location – ferred strong squad Mike ager - Managers
Newcastle isn’t as attractive as Man- quote Inside the Association
chester and Manchester isn’t as minds of
attractive as London. football's
leaders
{198} p. 74: Historic context, soaring expec- au- summary of the eBook Carson The Man- The League English 2014 Text
tation, change of ownership, short- thor's nature of football Mike ager - Managers
termism, macro-economic changes, com- management's com- Inside the Association
personal relationships: in the end, the ment plexity minds of
problems were too big and came too football's
fast for Allardyce to solve. leaders
{199} p. 74: The information available to Wil- re- on another new factor eBook Carson The Man- The League English 2014 Text
managers has grown over the years, kinson ferred increasing the com- Mike ager - Managers
and it’s good that it’s grown. People quote plexity: technology Inside the Association
ask how we make good decisions, minds of
right decisions. The first thing we football's
need is fact. We need as much objec- leaders
tive information as we can get. It
doesn’t make decision-making any
easier; but it does help us come to a
higher-quality decision
{200} p. 75: No matter what culture or Wil- re- ultimate essence (= eBook Carson The Man- The League English 2014 Text
background you come from, the best kinson ferred focus on people) Mike ager - Managers
managers are still interested in your quote unchanged? Inside the Association
being a better person when you have minds of
passed through their door and leave. football's
They see that as part of being a leaders
E-74
Speaker Lan-
[Subject] guage
better player.
{201} p. 75: Daily leadership looks like Allardyce re- Building high- eBook Carson The Man- The League English 2014 Text
leading the team behind the team, ferred performing leadership Mike ager - Managers
and making sure that the team be- quote team Inside the Association
hind the team is delivering on a daily minds of
basis. It’s about preparing them for football's
the battle ahead. We call it “manag- leaders
ing the madness”. The best way to
manage the madness is your staff, the
team that works with you and their
heads of department. The staff that
we recruit in each department is the
critical side of delivering to the play-
ers. We have to earn their respect
{202} p. 76-77: (...) becaus of his [Paul Ancelotti re- on a member of his eBook Carson The Man- The League English 2014 Text
Clement] football, about training. He ferred leadership team Mike ager - Managers
has a lot of experience, knowledge, quote Inside the Association
charisma, and personality. He would minds of
probably be a very good manager, football's
100 per cent. leaders
{203} p. 77: I recruit excellent people I can Allardyce re- on selecting members eBook Carson The Man- The League English 2014 Text
delegate to. I trust them to do the job ferred of his leadership team Mike ager - Managers
better than me. (...) Again from sheer quote Inside the Association
experience, I have gathered a little bit minds of
of knowledge about how everyone’s football's
job works so I can speak to them on leaders
their level: knowing what the words
mean and how they think.
{204} p. 77: We have differences of opinion O'Neil reworking practice and eBook Carson The Man- The League English 2014 Text
in the team, which is good. But when ferred spirit within the Mike ager - Managers
we get to the field, we are all of the quote leadership team Inside the Association
same mind. minds of
football's
leaders
E-75
Speaker Lan-
[Subject] guage
{205} p. 77: I can’t have my eyes every- Hoddle reworking practice and eBook Carson The Man- The League English 2014 Text
where, so I want people around me I ferred spirit within the Mike ager - Managers
can delegate to. For example, I want quote leadership team Inside the Association
them to tell me if they can see a minds of
problem coming up with a player. I football's
remember once I was left out of a leaders
team. I was 20 years of age and I
thought I should be in the team every
week. I went off and did my sulky bit
and the manager left me for about
two weeks, when I think if he’d had
left it a day and we’d had a chat I
could have been straight back in to
the team. So I learnt from that you
have to communicate quickly – and a
good team of staff help you to do
that.
{206} p. 85: I always used psychologists Hoddle re- actively facilitating eBook Carson The Man- The League English 2014 Text
with the team. ferred environment, in Mike ager - Managers
quote particular addressing Inside the Association
people/human as- minds of
pects football's
leaders
{207} p. 85: The real test of the leader of Hoddle re- eBook Carson The Man- The League English 2014 Text
people comes when things are not ferred Mike ager - Managers
going well. quote Inside the Association
minds of
football's
leaders
{208} p. 87: If a leadership team wants to au- eBook Carson The Man- The League English 2014 Text
inspire high performance among their thor's Mike ager - Managers
people, then they must themselves com- Inside the Association
display the behaviours and set the ment minds of
standards they seek. football's
leaders
E-76
Speaker Lan-
[Subject] guage
{209} p. 87: We don’t need you mainly to Allardyce re- how psychologists eBook Carson The Man- The League English 2014 Text
work with the players – we want you ferred may be deployed or Mike ager - Managers
to work with the staff, and we want quote be useful Inside the Association
to build these goals and dreams that minds of
we want to aspire to achieve.” football's
leaders
{210} p. 88: My European background has Villas- re- perception of values eBook Carson The Man- The League English 2014 Text
taught me that players should be Boas ferred within the team, Mike ager - Managers
treated equally, because the club is quote cultural legacy of the Inside the Association
always more important than any individual manager minds of
single individual player or employee. football's
In the European model, the executive leaders
board actually comes to training
sessions with the manager, and
represents the club with him. I’ve
always based my leadership on
collective values rather than individu-
al values. At Chelsea and at Totten-
ham I had to explain that when I
encourage the group it’s not because
I don’t want to praise an individual –
it’s because you want the players to
understand that the group is more
important than anything. Within that,
I want them to understand they are
all important. The person who scores
the goal and wins the game is only as
important as the third goalkeeper
who never gets to play – and this
value runs very deep for me because
it was the way I was educated. Give
everything that you have to give for
your club, and the club will give
everything back to you.
E-77
Speaker Lan-
[Subject] guage
{211} p. 89: ‘I was 27 years of age and I just Keegan re- Experience abroad as eBook Carson The Man- The League English 2014 Text
relished the challenge. It was mas- ferred a player Mike ager - Managers
sive. Everybody says but you were so quote Inside the Association
successful, and I say the first six minds of
months were horrendous. The play- football's
ers didn’t really want to know me. I leaders
couldn’t understand why because I
couldn’t speak the language, so I
couldn’t ask them. The coach was
brought in because he could speak
English – they didn’t like him and they
blamed me for that. (...) It wasn’t
easy. But I knew I could play, and I
knew I would get through once I was
given a fair chance. But when you win
a battle like that, it’s like a juggernaut
– once you turn it around, wow! I
learnt the language so I could com-
municate and have a laugh with them
– I could swear at them if I wanted to!
{212} p. 90: Then I saw it was much more Keegan re- Perception of the eBook Carson The Man- The League English 2014 Text
professional even than we were at ferred leadership abroad Mike ager - Managers
Liverpool, believe it or not ... The quote [Germany] as opposed Inside the Association
players would do anything. Some of to home [England] minds of
our training was ridiculously hard and football's
I think at Liverpool Tommy Smith late 1970s-early 1980s leaders
would have gone in and said, “Hey
you’re killing us!” There they just did
it. The German players were very
disciplined. The players would run
through a brick wall for the
coach,almost to the point where it
took away some of the individual. If
the coach says it, it is right. So I got
very fit, and we won the champion-
ship!’
{213} p. 92: All seven need to be both au- Summary of seven eBook Carson The Man- The League English 2014 Text
coached and role modelled by the thor's mindses and behav- Mike ager - Managers
leadership team, though, if they are com- iours needed in a Inside the Association
to take hold and truly create a high- ment high-performing team, minds of
performing team at the front line. football style: 1) football's
Collective belief 2) leaders
E-78
Speaker Lan-
[Subject] guage
Selflessness 3) Excel-
lence 4) Motivation 5)
Personal Commitment
6) Clarity 7)positive
response to pressure
{214} p. 96: His [Mancini] philosophy is very [Mancini] au- Portraiting and de- eBook Carson The Man- The League English 2014 Text
straightforward: assemble great thor's scribing a manager Mike ager - Managers
players and work extremely hard. By com- with respect to his Inside the Association
‘great players’ he means players with ment fundamental idea minds of
both the skill and the mindset needed about building a team football's
for the task. leaders
{215} p. 96: I have good players because Mancini re- The idea of great eBook Carson The Man- The League English 2014 Text
you can’t win if you don’t have top ferred player and its defini- Mike ager - Managers
players. But if you tell me they all quote tion Inside the Association
look like top players, then I tell you minds of
with some we need to work on men- football's
tality. You can look like a good player, leaders
but not have the mentality to win at
the top level.
{216} p. 96: There is an Italian way of doing Platt re- Talking about a man- eBook Carson The Man- The League English 2014 Text
things which is professional, strong [Mancini] ferred ager and identifying Mike ager - Managers
and committed, and he brought that quote country-/culture- Inside the Association
with him. When he arrived at Man- specific working minds of
chester City he didn’t say, “Well, I’ll attributes in the field football's
hang around and look and see what’s leaders
happening and maybe change the
odd thing.”
{217} p. 97: ‘It was difficult because I didn’t Mancini re- on adapting and eBook Carson The Man- The League English 2014 Text
know this championship, I didn’t ferred settling in an unknown Mike ager - Managers
know the English players, I knew only quote environment, and Inside the Association
David. In Italy it is different. I had to remaining faithful to minds of
adapt a bit to the culture. Sometimes one's own philosophy football's
this is not easy and the first six leaders
months were difficult because I
changed the training sessions, the
method of training; and for the
players it was also difficult for the
first few months. However, in the first
six months we improved a lot as a
team, and we fought until the last
game (...)
E-79
Speaker Lan-
[Subject] guage
{218} p. 99: The English players were the Ancelotti re- on the difference eBook Carson The Man- The League English 2014 Text
symbol of the team: Joe Cole, Ashley ferred between players' Mike ager - Managers
Cole, Lampard, Terry – they are great quote mindsets, obviously Inside the Association
professionals. The English players country-/culture- minds of
surprised me because on the pitch specific football's
they are really professional. Outside leaders
the pitch I don’t know, but on the
pitch nothing compares, not the
French or Italians, because you have
to push the French to work hard. The
same is true with the Italian players –
you have to push them too. The
English you have to push to stop!
{219} p. 101: It is difficult because if you are Mancini re- on having steel eBook Carson The Man- The League English 2014 Text
a player you know that when the ferred Mike ager - Managers
manager says we need to play [in this quote Inside the Association
particular way] that you will be on the minds of
bench. This is my worst moment as a football's
manager because I understand their leaders
feelings in that moment and this is
difficult.
{220} p. 102: (...) I know that the modern- McLeish re- perception of the eBook Carson The Man- The League English 2014 Text
day guy is extremely sensitive. ferred players today and Mike ager - Managers
quote rethinking methods Inside the Association
used in the past minds of
football's
leaders
{221} p. 102: When I was a player, I hated Hoddle re- on having learnt from eBook Carson The Man- The League English 2014 Text
getting left out and not told why. Too ferred his past as a player, Mike ager - Managers
many managers do that. So when I quote and engaging the Inside the Association
became a manager, I always told player in the process minds of
people why – even if it was just a football's
quick word. Then I’d say, “If you leaders
want to talk more, come and see me
on Monday after the game.” Lots of
them did come. In fact if he didn’t
come, I would have a question mark
over his appetite!
{222} p. 103: During half-time it is im- Mancini re- how he handles the eBook Carson The Man- The League English 2014 Text
portant for the players to have a 10- ferred dressing room during Mike ager - Managers
minute rest and to recover because quote half-time Inside the Association
they spend a lot of energy. After, we minds of
E-80
Speaker Lan-
[Subject] guage
talk for five minutes on specifics, football's
tactics for the second half. leaders
{223} p. 108: Sometimes we play well and Ancelotti re- reacting/handling to a eBook Carson The Man- The League English 2014 Text
we lose for an individual mistake. ferred drawback Mike ager - Managers
Then I don't say anything .But recent- quote Inside the Association
ly we drew a game because the minds of
players were selfish and didn’t want football's
to pass the ball and wanted to score leaders
themselves. I killed the players for
three days.’
{224} p. 108-109: Usually when I shout, I Ancelotti re- expressing emotions eBook Carson The Man- The League English 2014 Text
shout in Italian. I am more fluent in ferred vocally Mike ager - Managers
Italian. It doesn’t matter if they don’t quote Inside the Association
understand the words – they under- minds of
stand the sense and the emotion. football's
Sometimes in a foreign language it is leaders
very difficult to show emotion. This is
not good, because sometimes you
have to show what you really feel,
and if you don’t have the proper
language it is very difficult. One of th
most difficult things is to motivate
the players. You have to use the right
expression. Sometimes with a foreign
´language I don’t have the expression
– I speak like a computer. This is the
most difficult thing. I show something
with my volume and body language.
{225} p. 109: That is what I would want a Keegan re- Summarising his way eBook Carson The Man- The League English 2014 Text
manager to do with me. ferred of handling difficult Mike ager - Managers
quote situations (e.g. leaving Inside the Association
key players out) minds of
football's
leaders
{226} p. 114: I think one of the most im- Mour- re- Functional knowledge eBook Carson The Man- The League English 2014 Text
portant qualities in someone that inho ferred as an instrument or Mike ager - Managers
leads is that the ones that you lead quote even as essential part Inside the Association
recognise in you a big knowledge of of leadership minds of
the situation. So you have to know a football's
lot about the area you are working in. leaders
I’m not saying that if you know a lot
E-81
Speaker Lan-
[Subject] guage
about football you can automatically
be a leader in football. I am saying if
you don’t know a lot about football
you cannot lead. That’s the main
point for me.
{227} p. 114: I have to say we are speaking Mour- re- reflecting about eBook Carson The Man- The League English 2014 Text
about men. We are speaking about inho ferred football as a fiel of Mike ager - Managers
human beings and human sciences. quote application for leader- Inside the Association
So is football a sports science? I think ship minds of
it is probably a human science and football's
not a sports science. leaders
{228} p. 115: You have to use the relation- Ancelotti re- choosing and valuing eBook Carson The Man- The League English 2014 Text
ship to give him the possibility to ferred team members Mike ager - Managers
understand that the talent is im- quote Inside the Association
portant for the team and not for him minds of
– but this is very difficult. Rarely I football's
have found players with talent who leaders
are unselfish.
{229} p. 117: They can say, “I do that Mour- re- the way he aims his eBook Carson The Man- The League English 2014 Text
because he tells me to do that and I inho ferred players to see him Mike ager - Managers
have to.” I prefer them to say, “I quote Inside the Association
believe in him so much, and trust him minds of
so much that everything he says I football's
want to do!” I prefer much more this leaders
kind of empathy.’
{230} p. 117: Of course, many people say Mour- re- being friends without eBook Carson The Man- The League English 2014 Text
we can’t be friends with the players. I inho ferred losing leadership Mike ager - Managers
say exactly the opposite. If you are quote Inside the Association
not friends with the players you do minds of
not reach the maximum potential of football's
that group. You have to be friends leaders
with them, but they have to under-
stand that between friends the
answer is never the answer they are
expecting, or the answer they want to
hear. They have to understand that,
but I think you have to be friends. I
don’t understand some people that
are afraid to be friends with them.
E-82
Speaker Lan-
[Subject] guage
{231} p. 117: Some time ago a coach ar- Mour- re- positioning one's self eBook Carson The Man- The League English 2014 Text
rived in a club and they travelled to inho ferred relative to the players Mike ager - Managers
pre-season and the first thing they quote Inside the Association
did was to travel executive for the minds of
manager and the staff with the play- football's
ers in economy. I was thinking, “Bad leaders
start” – and I was not wrong. One of
the things you must remember as a
leader is your people are more im-
portant than
you.
{232} p. 118: First of all there is the culture Mour- re- examples of cultural eBook Carson The Man- The League English 2014 Text
of the country, the culture of the inho ferred groups distinction for Mike ager - Managers
football of that country, and after quote a team Inside the Association
that is the profile of the people you minds of
are working with. football's
leaders
{233} p. 119: So the best way to motivate a Mour- re- a precondition to win eBook Carson The Man- The League English 2014 Text
team to win the Champions League inho ferred on internation- Mike ager - Managers
was to keep winning domestic com- quote al/global level Inside the Association
petitions. minds of
football's
leaders
{234} p. 119: And when you are speaking Mour- re- achieving a common eBook Carson The Man- The League English 2014 Text
about players near the end of their inho ferred goal with diversely Mike ager - Managers
careers it is very difficult for them to quote motivated players - Inside the Association
improve individually. So we have just here using age as a minds of
to focus on the team improvement factor football's
and let’s go and see where we can leaders
finish.
{235} p. 120: But Ruud was a smashing Hoddle re- hiring a global player eBook Carson The Man- The League English 2014 Text
player so I took time to find out what ferred to a not yet global Mike ager - Managers
he liked in his life outside football. I quote organisation Inside the Association
wanted to be able to talk to him minds of
about things and show that I respect- football's
ed him, the talents that he had and leaders
what he’d achieved in football.
{236} p.120: The only way to get that Hoddle re- hiring a global player eBook Carson The Man- The League English 2014 Text
balance is to spend time breaking ferred to a not yet global Mike ager - Managers
through into that character and quote organisation Inside the Association
finding out more about him as a minds of
person. football's
E-83
Speaker Lan-
[Subject] guage
leaders
{237} p. 120: I even remember a couple of Hoddle re- example of one-on- eBook Carson The Man- The League English 2014 Text
players who were really into race- ferred one approach and its Mike ager - Managers
horses. I wouldn’t know one end of a quote effect Inside the Association
racehorse from the other, but I minds of
started to look up a bit about racing football's
and talk to them a bit about horses leaders
and suddenly it just broke barriers
down. We had something in common
outside football that we could talk
about, and I could see them change.
{238} p. 120-121: They pointed to this Adel Warnock re- A depiction of how a eBook Carson The Man- The League English 2014 Text
Taarabt and told me, “This Moroccan ferred potentially difficult Mike ager - Managers
guy – he will get you the sack. The quote situation/player was Inside the Association
last two managers bombed him out handled minds of
as he never tried a leg, and you will football's
too because otherwise he’ll get you leaders
the sack as well. He’s just a luxury.”
(...) I remember I pulled him over
straight after the game. The conver-
sation went something like this:
- Me: Will you get me the sack if I play
you? I understand you are a night-
mare ...
- Adel: No, that’s not right.
- Me: Well, I’m told that you get every
manager the sack because you don’t
train.
- Adel: Of course I train!
- Me: OK, I am going to play you every
game between now and the end of
the session and if you play bad I’m
going to play you the next game, and
if you play even worse I’m going to
play you the next game. Do you
understand? You are going to be my
little jewel in the crown.
- Adel: No, I don’t understand.
- Me: I am going to make you a play-
er.
E-84
Speaker Lan-
[Subject] guage
- Adel: Why?
- Me: Because I believe in you and
you are going to do well.
{239} p. 121: The challenge for me then was Warnock re- A depiction of how a eBook Carson The Man- The League English 2014 Text
to get all the other players on board ferred potentially difficult Mike ager - Managers
that here we had a match winner, quote situation/player was Inside the Association
when on certain days of the week he handled minds of
looked like he simply wasn’t trying. football's
But I asked them to trust me when I leaders
said he would get us promotion to
the Premier League, which would
benefit everyone. I knew what this
lad could do, and they came on
board. I told the five lads who could
have been captain that they were
really worthy captains, but if they
went with my decision I might get
another 20 per cent out of him, and
that 20 per cent would get us pro-
moted.
E-85
Speaker Lan-
[Subject] guage
{240} p. 121-122: I had to change all my Warnock re- A depiction of how a eBook Carson The Man- The League English 2014 Text
philosophies because he was a luxury ferred potentially difficult Mike ager - Managers
at times. I had to change, even at my quote situation/player was Inside the Association
age, because I never thought I would handled minds of
employ a player who didn’t give 100 football's
per cent every game, every week. leaders
That’s how I thought football was, but
I just felt there was something special
about him. And in his own way he
was giving 100 per cent – just in an
English way he wasn’t! He was born
like that, he wanted to play football
and caress the ball from when he was
a kid. To take him on board in the
first place was the biggest thing, as I
knew it was something most of the
players wouldn’t want.’
{241} p. 122: I think sometimes you are a Mour- re- Depicting his arrival at eBook Carson The Man- The League English 2014 Text
leader and always a leader, but inho ferred Chelsea FC (2004), Mike ager - Managers
sometimes you can be a different quote then an aspiring global Inside the Association
kind of leader. I adapt my leadership club minds of
and there I was a confrontational football's
leader because I felt that was what leaders
the team needed at the time.
{242} p. 123: So we motivate people also Mour- re- Depicting his arrival at eBook Carson The Man- The League English 2014 Text
with individual challenges, and for inho ferred Chelsea FC (2004), Mike ager - Managers
him [Lampard], for sure, that was a quote then an aspiring global Inside the Association
challenge we put there and he under- club minds of
stood and he was ready for it. football's
leaders
{243} p. 123: For any new player arriving, Mour- re- blending individual eBook Carson The Man- The League English 2014 Text
the integration is about getting him inho ferred and team motivation Mike ager - Managers
to understand we are organised in quote Inside the Association
every aspect and he has to follow us – minds of
times, tactics, routines – he has to do football's
it, he has to adapt. We will not leaders
change to him, he has to change. So it
is about making him feel and under-
stand that he is a special talent, yes –
but before him we were a special
team ... and this special team wants
to improve and needs him in order to
E-86
Speaker Lan-
[Subject] guage
improve.’
{244} p. 124: The good thing is to have the Mour- re- Comparing the four eBook Carson The Man- The League English 2014 Text
chance to compare the different inho ferred countries he's worked Mike ager - Managers
emotions and the experiences of quote inso far [Portugal, Inside the Association
different competitions. We can Spain, England, Italy] minds of
always discuss the qualities of the football's
football in the different countries, but leaders
not about the emotions of the game
or the atmosphere as in England.
{245} p. 125: I was coming from Porto – Mour- re- Comparing the four eBook Carson The Man- The League English 2014 Text
European Champions and so on – but inho ferred countries he's worked Mike ager - Managers
English culture demands more. It quote in, [ Portugal, Spain, Inside the Association
demands you are successful here. Not England, Italy at minds of
there, here! interview] and the football's
expectation of English leaders
fans
{246} p. 125: it was the season for me to Mour- re- Motivation in a new eBook Carson The Man- The League English 2014 Text
say, “I’m not just very good in Portu- inho ferred environment Mike ager - Managers
gal, I’m also very good here.” quote Inside the Association
minds of
football's
leaders
{247} p. 125-126: My big learning at Chel- Mour- re- different take aways eBook Carson The Man- The League English 2014 Text
sea the first time was the main idea inho ferred from different coun- Mike ager - Managers
of motivation of the group [through quote tries/leagues Inside the Association
confrontation]. At Inter it was about minds of
the kind of mistake many leaders football's
make, but which here I didn’t: older leaders
players must not feel that you are
there to end their careers. They must
feel they have a lot to give till the last
moment they are there, and probably
the last period of their career will give
them what the best years of their
career didn’t give to them.
E-87
Speaker Lan-
[Subject] guage
{248} p.127: To lead a side you must moti- Mour- re- on the reasons he eBook Carson The Man- The League English 2014 Text
vate it, and to motivate you must be inho ferred attaches importance Mike ager - Managers
yourself motivated. I motivate people quote to personal motivation Inside the Association
with my own motivation. If you are and passion minds of
fully motivated, if you show them football's
that, if you make them feel that you leaders
have that, they will do well. If you are
not a guy with motivation, with
passion, how can you make other
people feel passion for the game?
After that I think you learn with
experiences. The moment that you
learn that every person is a person,
that’s the point you become a better
leader, especially in a group like ours,
in football, with very gifted people.
{249} p-127-128: When you manage a top Mancini re- recognising the chal- eBook Carson The Man- The League English 2014 Text
team you have 24 or 25 players with ferred lenge of heterogeneity Mike ager - Managers
different mentalities and they come quote Inside the Association
from different countries and different minds of
cultures. It could be a problem to football's
manage these different players. You leaders
should treat them all the same way.
This can sometimes be difficult, but I
know my job and I will have a good
staff and together we are able to
manage all these players.
{250} p. 128: We [the manager and his Mancini re- on how to go about eBook Carson The Man- The League English 2014 Text
staff] don’t do everything well – it is ferred mistakes Mike ager - Managers
impossible that we can be perfect. quote Inside the Association
Some mistakes are helpful because minds of
we can learn from them. It is not only football's
players that can make a mistake. leaders
When as a manager I make a mistake,
then I apologise – and this is very
important.
{251} p. 128: I think there are some cul- Mancini re- on exploiting cultural eBook Carson The Man- The League English 2014 Text
tures that are strong: Argentina, ferred "properties" Mike ager - Managers
Uruguay, these players have a strong quote Inside the Association
mentality. In a difficult moment, minds of
probably because they come from a football's
difficult life, difficult culture and leaders
E-88
Speaker Lan-
[Subject] guage
when they have a good chance to
win, or the chance to earn more for
their family, I think they have a strong
mentality.
{252} p. 132: When I work with a team, it is Rodgers re- on his ideal vision of eBook Carson The Man- The League English 2014 Text
typically about defending our cause, ferred the game, and the Mike ager - Managers
defending our beliefs and how we quote country-/culture- Inside the Association
play. My philosophy is about playing specific attributions to minds of
attacking and creative football to win, players football's
but always with tactical discipline. leaders
Over the years in Britain, our players
– especially British players – have
been told they aren’t equipped to
play this style of football. My philoso-
phy is a fusion between British and
European styles, tactics and ethos.
I’ve been able to nurture and provide
the cause around the principle of
defending our belief in the game.’
{253} p. 134: I think if you’re in manage- Smith re- way of reacting to his eBook Carson The Man- The League English 2014 Text
ment, the first thing that you do ferred own mistakes Mike ager - Managers
realise is that you are going to get quote Inside the Association
things wrong. You will make mistakes minds of
if you’re in a position where you have football's
to make decisions. No one will ever leaders
make 100 per cent correct decisions
in their management career. They
just won’t. But you have to get the
majority of the bigger decisions
correct the majority of times. So my
philosophy is to be honest with
yourself
{254} p. 141: I now know that I’m great at Warnock re- self-assessment and eBook Carson The Man- The League English 2014 Text
leading in the Championship. There’s ferred personal preferences Mike ager - Managers
a lot I don’t enjoy about the Premier quote Inside the Association
League – the money that’s involved, minds of
the money that players earn, the football's
discipline, the morals – but I am leaders
proud to have led both Sheffield
United and QPR into the Premier
League.
E-89
Speaker Lan-
[Subject] guage
{255} p. 142: I have a lot of help from lots Rodgers re- self-assessment and eBook Carson The Man- The League English 2014 Text
of people – lots of support, lots of ferred personal preferences Mike ager - Managers
influences – and I’m grateful for it. quote Inside the Association
But I’ve arrived where I’ve arrived by minds of
being out there and taking my own football's
responsibility, rather than waiting for leaders
the phone to ring or somebody to
support me. Knowing what I am
capable of has served me well in the
tough times
{256} p. 143: I had a pretty straightforward Rodgers re- on his ideal vision of eBook Carson The Man- The League English 2014 Text
objective: to make a difference. I ferred the game, and the Mike ager - Managers
knew if I wanted to coach at the quote country-/culture- Inside the Association
highest level, I would have to be able specific attributions to minds of
to have real impact. I had grown up players, and the football's
with a wide range of football influ- lessons and conse- leaders
ences. My father and grandfather quences he eventually
were big lovers of Liverpool in the drew from that
1970s and 80s, Brazil in the 1970s and
80s, the flair, the creativity – so I
grew up with that. Then I was told
British players aren’t technically or
tactically as good as European players
– “British players can’t do that.” So as
a young player I spent more time
without the ball than with it. The
process of knowing myself began
with understanding that I couldn’t
make a difference as a player, but
that I could do as a manager. (...)
Could I merge the great qualities of
the British personality and also the
technical qualities he certainly has?
That was the beginning.
{257} p. 144-145: (With) a mentor you can Ancelotti re- On drewing inspira- eBook Carson The Man- The League English 2014 Text
improve and have a base for evolu- ferred tion from others Mike ager - Managers
tion, but when you try and copy, the quote Inside the Association
copy is never the same as the origi- minds of
nal. So I think you have to learn from football's
people with more experience who leaders
have had success, but always keep
your own personal identity.
E-90
Speaker Lan-
[Subject] guage
{258} p. 145: I got the timing wrong. I tried Rodgers re- (hindsight) assess- eBook Carson The Man- The League English 2014 Text
to create a lull in the club, and build ferred ment of his spell at Mike ager - Managers
over three years. I never really quote Reading Inside the Association
grasped the club’s expectations, and I minds of
set them some unrealistic targets. football's
leaders
{259} p. 145: We just weren’t getting the Rodgers re- (hindsight) assess- eBook Carson The Man- The League English 2014 Text
success. It was too sporadic. We’d ferred ment of his spell at Mike ager - Managers
play really well, see lots of elements quote Reading Inside the Association
of the philosophy, then we’d lose minds of
again. The defining moment for me football's
came at Loftus Road against QPR. I leaders
went for a team that was steadier,
more solid. I remember standing
watching the game, and the players
were terrific there – they were real
good, honest players. But it wasn’t a
team of mine I was watching. We lost
that game 4-1. I had gone away from
my beliefs. I hadn’t inspired the team.
We had a mismatch between what
the players were trying to do and
what I was trying to do. I had lost my
integrity as a manager.
{260} p. 147: You need to know how to plan Allardyce re- knowledge as an eBook Carson The Man- The League English 2014 Text
and make the sessions the right way ferred instrument or even as Mike ager - Managers
because footballers are very quick to quote essential part of Inside the Association
pick up on what you do wrong! leadership minds of
football's
leaders
{261} p. 147: I know this stuff. No one Allardyce re- knowledge as an eBook Carson The Man- The League English 2014 Text
knows it better than me. ferred instrument or even as Mike ager - Managers
quote essential part of Inside the Association
leadership minds of
football's
leaders
{262} p. 147: It was a constant progression, Rodgers re- on this career path eBook Carson The Man- The League English 2014 Text
growing in each role and moving up ferred and personal progress Mike ager - Managers
[one age group to the next - Editor] quote Inside the Association
every two or three years. Every minds of
season was a step forward. The club football's
was growing, the players were grow- leaders
E-91
Speaker Lan-
[Subject] guage
ing, the staff were growing and
obviously then I was growing with
them as well. There was no single
defining moment – it was a lot of
hard work from many different
people that allowed us to grow and
grow our way of playing and working.
{263} p. 148: Once you are qualified, it Moyes re- on functional qualifi- eBook Carson The Man- The League English 2014 Text
doesn’t matter which country you ferred cation, and country Mike ager - Managers
become a qualified coach in. But I quote differences Inside the Association
wanted to show that I could do it in minds of
both countries and I wanted to see if football's
there was a difference in the two leaders
badges – and there was!
{264} p. 149: Just because you get your job, Moyes re- On widening horizon eBook Carson The Man- The League English 2014 Text
you can’t put your feet under the ferred Mike ager - Managers
table and say “I’ve made it now and quote Inside the Association
this is it.” Self-learning and selfdevel- minds of
opment is essential for me. I watch a football's
lot of football just because I know leaders
there are a lot of things I can pick up.
If I was out of work I’d go to South
America and have a look at what they
are doing – at why so many players
now in Europe and the Champions
League are from Uruguay, Brazil,
Argentina ... I’d love to get out there
for a couple of months and see if
there’s anything that maybe I’m
missing and that I could introduce to
what we do.
{265} p. 149: There are other things hap- Moyes re- On widening horizon eBook Carson The Man- The League English 2014 Text
pening closer to home too. When I ferred Mike ager - Managers
see how Spain have improved, and quote Inside the Association
how Germany are bringing on all their minds of
younger players on a conveyor belt – football's
there is so much I would like to do leaders
given more time. I don’t think I’ll ever
find the complete answer to all of it,
but to go and have a look is always a
good beginning.’
E-92
Speaker Lan-
[Subject] guage
{266} p. 150: People saw me out and about, Moyes re- interaction in the eBook Carson The Man- The League English 2014 Text
and they were saying, “There is ferred environment Mike ager - Managers
someone who is out to learn, out quote Inside the Association
there trying to improve himself.” minds of
They were willing to help. football's
leaders
{267} p. 150: When I stopped first there Villas- re- continuing to learn eBook Carson The Man- The League English 2014 Text
was an emptiness – so I go back to my Boas ferred during challenging Mike ager - Managers
family at the beginning. Then I want- quote moments Inside the Association
ed to fill the emptiness that I was minds of
feeling with the game and learning football's
and self-development. I went back to leaders
the things that make me the person
and manager I am. I made sure that I
saw as many games as possible to
prepare for an eventual comeback. I
watched players that I didn’t have the
time to see when I was working. I met
together with my technical staff, the
ones that went with me, to ask how
we failed and why we failed to make
sure we take these lessons into the
future.
{268} p. 154: We have gone from a vertical Wenger re- the current environ- eBook Carson The Man- The League English 2014 Text
society to a horizontal society where ferred ment's challenge on Mike ager - Managers
everybody has an opinion about quote leaders Inside the Association
every decision you make, everybody minds of
has an opinion on the internet football's
straight away. Basically the respect leaders
for people who make decisions is
gone because every decision is ques-
tioned. So one of the most important
qualities of a good leader now is
massive resistance to stress. Under
stress you become smaller and small-
er until you cannot give a message
out any more and that, of course, is
something that is vital. Many people
underestimate this challenge.
{269} p. 170: Looking back, it was easy to Ferguson re- comparing past (late eBook Carson The Man- The League English 2014 Text
work with 13 players, it had nothing ferred 1970s-early 1980s)and Mike ager - Managers
like the complexity that quote current environment Inside the Association
E-93
Speaker Lan-
[Subject] guage
I faced at Manchester United in minds of
recent times. football's
leaders
{270} p. 170: Alex [Ferguson] is prepared to Smith re- on having steel eBook Carson The Man- The League English 2014 Text
make difficult decisions and that [Fergu- ferred Mike ager - Managers
demonstrates his strength of charac- son] quote Inside the Association
ter. minds of
football's
leaders
{271} p. 171: What makes him [Ferguson] Hodgson re- functional knowledge eBook Carson The Man- The League English 2014 Text
successful first of all is his knowledge [Fergu- ferred as an instrument or Mike ager - Managers
of football, and it comes through son] quote even as essential part Inside the Association
putting in such a lot of hard work. He of leadership minds of
has an encyclopaedic knowledge of football's
players. He knows so much on so leaders
many different aspects of football –
both today and delving way back into
the past. He would be an ideal part-
ner on any football quiz.
{272} p. 172: He [Ferguson] has great Houllier re- functional knowledge eBook Carson The Man- The League English 2014 Text
expertise – he knows football inside [Fergu- ferred as an instrument or Mike ager - Managers
out. He also has a great expertise in son] quote even as essential part Inside the Association
man management and knows how to of leadership minds of
deal with people, which is very im- football's
portant. Over the years he’s seen a leaders
lot of difference with players and the
mentality and change of attitude, but
he has adapted himself to that. He’s a
very loyal person: loyal to his players
and loyal to his friends. His mixture of
enthusiasm and enjoyment is appar-
ent. I would imagine that enthusiasm
is infectious to his players.
{273} p. 172: It’s a horrible thing to say, but Ferguson re- the nuance between eBook Carson The Man- The League English 2014 Text
you can’t be sentimental in this job. ferred empathy and senti- Mike ager - Managers
quote mentality Inside the Association
minds of
football's
leaders
E-94
Speaker Lan-
[Subject] guage
{274} p. 188: Good results will make life Allardyce re- The need to achieve eBook Carson The Man- The League English 2014 Text
very difficult for those that want to ferred positive environment Mike ager - Managers
get away. If you keep getting results, quote as early/fast as possi- Inside the Association
players actually start to like it again – ble minds of
they begin to think, "it’s not so bad football's
here” – and quickly the team gets on leaders
an upward spiral. In that way the
cycle of negativity gets broken.
{275} p. 191: This vitality was a huge thing. Butcher re- a possible way of eBook Carson The Man- The League English 2014 Text
All the players and staff who contin- ferred getting minds unstuck Mike ager - Managers
ued into the new era could sense it. quote Inside the Association
The owners had no need to physically minds of
go down into the dressing room ... football's
Just the act of bringing a new manag- leaders
er, especially as high-profile a man-
ager as Graeme Souness, made
everybody in that dressing room
realise that the new owners were
serious. They were not expecting the
team to stay where it was.
{276} p. 195: It’s important to explain the Smith re- handling a crisis/mire eBook Carson The Man- The League English 2014 Text
overall picture to everyone con- ferred Mike ager - Managers
cerned. When they see circumstances quote Inside the Association
arising and decisions being made, minds of
both supporters and media can be football's
quick to jump and blame people for leaders
making those decisions. If leaders in
football have got a problem financial-
ly, then they should tell people that
they have got a problem financially.
Supporters contribute an awful lot of
money to the club’s wellbeing, and if
that money is not getting spent in the
manner they would like, then they
have a right to know that as well.
{277} p. 212: Again it comes back to values. Wenger re- establishing a facilitat- eBook Carson The Man- The League English 2014 Text
When you have a team like we have ferred ing environment for Mike ager - Managers
with 18 different nationalities you quote long-term (common) Inside the Association
have first to create a culture, a sense objectives minds of
of who we are as a unit, what makes football's
us different from other people, how leaders
we can create something that is
E-95
Speaker Lan-
[Subject] guage
common to all of us. So you have to
recreate a new way to behave – an
Arsenal culture. To define it, I go
through what is important to my
group. It’s explicit. We sit down and
we go through how we want to
behave. That counts also for our
response to success.
{278} @02m53s: Je pense qu'un entraîneur Wenger direct on settling in Japan Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
... quand il arrive dans un pays avec quota- view Notre [2020-11- youtube.com
un culture aussi différente, il faut tion rencontre 12] /watch?v=rBT
d'abord qu'il est le souci de s'adapter avec OK55wvsw
à la culture locale. Et de comprendre Arsène
comment marche la société, et Wenger,
quelles sont les priorités dans la l'ancien
société. Après, sur un plan profes- entraineur
sionnel, il faut qu'il trouve un com- du Arsenal
promis entre ce qu'il recherche, lui, et FC
ce que les gens soient habitués à
faire. Il y a des choses sur lesquelles
tu ne peux pas transiger, qui est, en
fait, ce qui touche directement à la
performance; et des choses sur
lesquelles tu ... il faut transiger, parce
que c'est ... la culture locale, donc
j'explique dans le livre [Arsène
Wenger - My life in red and white,
2020, JCLactès ] que les Japonais
prennaient des bains chauds la veillée
des matchs, en Europe, on
s'arrâcherait les cheveux. Mais eux ils
font ça depuis qu'ils sont tout gamin,
donc ça ne les dérangait pas.
{279} @04m01s: Je suis encore aujourd'hui Wenger direct his legacy in Japan Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
en relation avec la fédération. J'étais quota- view Notre [2020-11- youtube.com
dès la première année Entraîneur de tion rencontre 12] /watch?v=rBT
l'Année au Japon. Donc, je suis resté avec OK55wvsw
en contact avec mon club de Nagoya. Arsène
Ca fait quand même maintenant 23 Wenger,
ans ou 24 ans que ça dure... donc oui l'ancien
... Ils ont vu que j'essayais de faire entraineur
correctement avec un engagement du Arsenal
E-96
Speaker Lan-
[Subject] guage
total ce que je faisais et de contribuer FC
au développement du football Ja-
ponais.
{280} @04m32s: Je pense que ce qui est Wenger direct on settling in Japan Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
important aussi quand tu arrives dans quota- view Notre [2020-11- youtube.com
un pays, et que tu es entraîneur, c'est tion rencontre 12] /watch?v=rBT
d'analyser quels sont les points forts avec OK55wvsw
et les points faibles structurellement Arsène
et culturellement d'un pays. Par Wenger,
exemple, le Japonais, avec la même l'ancien
taille qu'un Européen, il fait cinq kilos entraineur
en moins, à peu près. Mais, en condu Arsenal
tre-partie, il est aussi plu mobile. Et FC
en contre-partie, il a une aisance et
une coordination supérieure. Donc il
faut construire ... essayer de je leur ai
toujours conseillé ... parce qu'on
général, les pays ont le complexe de
leur infériorité, et veulent com ...
combler leur infériorité. Alors qu'en
fait, il faut plutôt construire un foot-
ball qui est basé sur leurs qualités.
{281} @05m41s: Ils [Japanese players] ont Wenger direct on eliciting/leveraging Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
d'autres arguments: c'est que, na- quota- country-/culture view Notre [2020-11- youtube.com
turellement, ils sont collectifs. Ils tion specific properties rencontre 12] /watch?v=rBT
aiment rendre service à la commu- avec OK55wvsw
nauté. Donc ils sont naturellement Arsène
faits ... leur culture est naturellement Wenger,
adaptée au sport collectif. l'ancien
entraineur
du Arsenal
FC
{282} @06m21s: (...) mais j'étais comme Wenger direct upon arrivng in Eng- Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
euh ... dans le pays où le football a quota- land view Notre [2020-11- youtube.com
été inventé, en étant totalement tion rencontre 12] /watch?v=rBT
inconnu, donc c'est compréhensible avec OK55wvsw
qu'on ne m'est pas mis le tapis rouge. Arsène
J'étais dans la peau de l'Anglais qui va Wenger,
à Bordeaux, pour alles expliquer l'ancien
E-97
Speaker Lan-
[Subject] guage
comment faire le vin rouge. Donc ça a entraineur
provoqué quelques étonnements. du Arsenal
Quand French cheese arrive là pour FC
leur expliquer comment jouer au
football.
E-98
Speaker Lan-
[Subject] guage
{283} @07m13s: Il y a un évolution au fur Wenger direct main challenges Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
et à mesure de ma carrière à Arsenal. quota- heterogeneous view Notre [2020-11- youtube.com
Au début, j'avais une équipe mono- tion squad/team (national- rencontre 12] /watch?v=rBT
culturelle, très British. Donc là, c'était ities, ages, cultures, avec OK55wvsw
simple. Les mecs, ils avaient ... ils status, ...) Arsène
avaient vécu ensemble pendant 10 Wenger,
ans, ils se connaissaient parfaitement, l'ancien
ils connaissaient leurs familles. Tu entraineur
vois, c'était assez simple... Progres- du Arsenal
sivement, l'équipe est devenue FC
multiculturelle. Et il y a même un
match contre Crystal Palace où j'ai
joué avec 11 joueurs de 11 pays
différents. Et euh ... moi je ne l'avais
pas remarqué. Parce que je suis
entraîneur, et la seule chose qui
m'intéresse ce n'est pas d'où tu viens,
mais c'est quelle est ta ... ta qualité.
Mais d'un autre côté, je dois dire
aussi que ça a été le combat de ma
vie. Et je dois reconnaître humble-
ment que je ne l'ai pas gagné. Je n'ai
pas de solution totalement satisfai-
sante. Dans la mesure où je me suis
dit: Puisqu'on vient de onze cultures
différentes, créons notre propre
culture. Et j'ai essayé tous les ... avant
que les saisons ne commencent, de
créer une charte de comportement
culturel, qui était établie par les
joueurs et par moi. Mais il n'empêche
que ... il y a quelque chose qui fait
que quand deux garçons sont de
l'Espagne, ils se sentent confortables
ensemble. Quand deux garçons ...
deux hommes sont de Russie, ils se
mettent naturellement ensemble.
Donc, à table, il y a toujours un mo-
ment donné, dès que tu rentres dans
le superficiel, il y a cette forme de
regroupement culturel. C'est pour ça
que, je pense, je disais souvent aux
E-99
Speaker Lan-
[Subject] guage
joueurs "il faut ... on peut avoir
plusieurs cultures à condition de
vouloir partager celle de l'endroit où
on est." Mais ça suppose des valeurs
plus profondes que le culturel. Parce
que le culturel pour moi, c'est un peu
le superficiel. C'est-à-dire, je rencon-
tre un gars ... euh qui est Alsacien, et
j'arriverais avec lui à parler Alsacien,
je me sens à la maison quoi. Mais...
en dessous, il y a après le caractère
sur les vraies valeurs sur laquelle ...
sur lesquelles un homme fonde sa
vie, c'est-à-dire l'honnêteté, le cour-
age, l'intégrité, l'engagement -
quelque chose de plus profond. Je
veux dire par là, je vais rencontrer un
mec qui a la même culture, ça peut
être un mec tordu quand même, ou
ça peut être un mec extrêmement
bien. Mais ... c'est pour ça que pour
dépasser la barrière de la culture, je
pense qu'il faut aller, peut-être, plus
profond, et regarder quelles sont les
vraies valeurs des gens. Et euh ... le
sport a cela de remarquable, c'est
que ... on comprend vite ... qui est
vraiment qui. Le jeu est un révélateur
fantastique du veritable caractère des
gens.
E-100
Speaker Lan-
[Subject] guage
{284} @10m33s: Oui, mon autorité ... j'ai ... Wenger direct on the role his author- Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
j'ai jamais eu de problème d'autorité quota- ity played with respect view Notre [2020-11- youtube.com
mais je pense aussi, ce qui ... c'qui tion to the differences rencontre 12] /watch?v=rBT
extraordinairement important parce avec OK55wvsw
que j'étais aussi au contact de Arsène
beaucoup d'entreprises ... euh ... c'est Wenger,
la clareté. La clareté dans l'organisa- l'ancien
tion, la clareté dans la définitinos des entraineur
responsabilités fait que les gens, du Arsenal
quand ils sont ... quand ils ont une FC
idée claire de ce qu'on attend d'eux ...
et puis quand ce qu'on attend d'eux
correspond à leur besoin et à leur
qualité -ça c'est la deuxième qualité
qui est très importante pour un
entraîneur, c'est de ... de sentir sentir
où un joueur peut s'exprimer. Quand
le joueur rencontre ses besoins dans
l'organisation collective, il est heu-
reux. Et ça c'est ... c'est important
parce que je visite aussi les entrepris-
es et je rencontre très souvent des
gens qui savent pas ce qu'on entend
d'eux, et euh ... qui n'ont pas une
idée très très claire non plus de leur
responsabilité.
{285} @11m58s: Parce que les gens de haut Wenger direct why his feedback is Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
niveau sont des gens qui ont une quota- reputated to never ne view Notre [2020-11- youtube.com
analyse objective de leur perfor- tion given emotionally on rencontre 12] /watch?v=rBT
mance. Et euh .... qu'ils sont assez the moment, and avec OK55wvsw
durs avec eux mêmes. rather with less spon- Arsène
@12m25s: Le joueur de haut niveau, taneity, and only Wenger,
il a une évaluation objective de la concise but precise l'ancien
performance. Donc, tu laisses un peu entraineur
re ... redescendre le côté émotionel du Arsenal
et, à froid quand tu analyses avec lui, FC
tu obtiens beaucoup plus.
E-101
Speaker Lan-
[Subject] guage
{286} @12m36s: Ceci dit, on a souvent Wenger direct on the contemporary Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
tendence, dans nos métiers, à sur- quota- environment sur- view Notre [2020-11- youtube.com
estimer l'efficacité de notre commu- tion rounding players and rencontre 12] /watch?v=rBT
nication avec les joueurs. Parce que football, and the avec OK55wvsw
entre ce qu'on pense avoir dit et ce required communica- Arsène
que eux ont compris, souvent, quand tion and leadership Wenger,
ils sortent de vôtre ... de l'entretien, style l'ancien
on est souvent étonné entre la diffé- entraineur
rence qu'il y a entre le message qu'on du Arsenal
voulait leur donné et ce qu'ils ont FC
compris. Donc il faut vraiment que ...
je pense que, surtout dans le métier
d'aujourd'hui, où un entraîneur ...
l'entraîneur des temps modernes est
quelqu'un qui doit être dans la per-
suasion ... dans la communication
persuasive, dans la responsibilisation,
et dans l'ouverture. Mais ... quand
j'ai commencé mon métier, j'étais
dans le donneur d'ordres. J'étais le
seul qui avait un influence sur le
joueur. Aujourd'hui le joueur est
entouré d'influences multiples, et
l'entraîneur doit être celui qui trouve
un chemin pour influencer le joueur.
{287} @23m48s: Tu acceptes la souffrance Wenger direct on foreign players Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
quand tu ... quand tu ... à la fin tu quota- struggling to settle, view Notre [2020-11- youtube.com
joues. Mais ...j'ai réussi à le persuader tion explicit example rencontre 12] /watch?v=rBT
de relever ce challenge en lui fixant (Nicolas Anelka arriv- avec OK55wvsw
des limites de temps: "Attends six ing in London, age 17) Arsène
mois. Prends jamais des décisions ..." Wenger,
Je disais souvent aux étrangers: "ne l'ancien
prend jamais la décision de rentrer entraineur
pendant les six premiers mois!" Parce du Arsenal
que la décision sera toujours de FC
rentrer. (Laughs)
E-102
Speaker Lan-
[Subject] guage
{288} @24m25s: Ecoutez ... je pense que le Wenger direct the role of football in Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
football a une responsabilité sociale quota- society view Notre [2020-11- youtube.com
importante aujourd'hui puisque c'est tion rencontre 12] /watch?v=rBT
un sport populaire mondial, et ... il ne avec OK55wvsw
peut pas nier la responsabilité qu'il a Arsène
sur l'ensemble de la population. Donc Wenger,
... d'abord c'est en défendant les l'ancien
valeurs d'honnêteté, de justice, de entraineur
fair play, de comportement ... euh du Arsenal
...qui sont extrêmement importantes. FC
L'entraîneur n'est qu'une courroie là-
dedans. Et lui, il a une influence sur
les joueurs, sur le style de jeu de
l'équipe, su la façon de s'exprimer. Et
... donc ... oui ... on a une grande
responsabilité, une grande influence.
Et je pense que c'est important d'en
être conscient.
{289} @25m58s: Il faut, qu'on le veuille ou Wenger direct How politics could Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
non ... que même s'il y a des gens quota- draw inspiration from view Notre [2020-11- youtube.com
contre, il faut accepter le fait que tu tion sports? As in the case rencontre 12] /watch?v=rBT
peux avoir plusieurs cultures, à condi- of France, a multicul- avec OK55wvsw
tion de partager la culture de tural country in the Arsène
l'endroit où tu es. Et ça c'est le prob- eyes of the interview- Wenger,
lème de base de la cohabitation entre er. l'ancien
plusieures cultures. C'est-à-dire ... entraineur
d'ailleurs même, ce ne sont plus des du Arsenal
mu ... sociétés multiculturelles d'im- FC
migrés ... auxquelles fait face le
monde du football, ce sont des socié-
tés multiculturelles locaux. C'est à
dire que les gens ... il y a tellement de
gens d'origines différentes [interrup-
tion].
E-103
Speaker Lan-
[Subject] guage
{290} @26m55s: C'est pour ça que ... il faut Wenger direct How politics could Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
... de toute façon, on est dans des quota- draw inspiration from view Notre [2020-11- youtube.com
sociétés multiculturelles. Je dis même tion sports? As in the case rencontre 12] /watch?v=rBT
que, aujourd'hui quand tu as des of France, a multicul- avec OK55wvsw
sélections nationales des moins de 17 tural country in the Arsène
ans, tu as des gens qui viennent de eyes of the interview- Wenger,
différentes communautés, et qui sont er. l'ancien
euh ... du pays et il faut que tu entraineur
trouves une voie où tout le monde se du Arsenal
retrouve. Et c'est pour ça qu'il faut ... FC
moi j'ai toujours prôné de créer une
culture propre au groupe, si tu veux.
Et moi je faisais ... je regroupais les
gens par cinq, avant la saison, et je
leur demandais: "qu'est-ce qui est
important pour vous?" Etre honnête?
Etre respectueux? S'engager pour
l'équipe? Et je faisais une charte, une
constitution. Quand les gens ne se
comportaient pas comme leur avait
demandé, on pouvait leur dire: "Hé!
c'est vous qui avez demandé celà."
{291} @27m53s: Très bien. Très bien. Les Wenger direct Asked whether his Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
gens sont intelligents, hein. Donc ils quota- method of creating a view Notre [2020-11- youtube.com
savent très bien qu'il faut trouver une tion group-specific consti- rencontre 12] /watch?v=rBT
voie commune à tous pour ... pour tution/culture was avec OK55wvsw
pouvoir bien vivre. Et le sport a ceci well received Arsène
de fantastique: la culture sportive se Wenger,
suffit à elle-même. Et tu n'as pas l'ancien
besoin de parler. Je peux jouer avec entraineur
un Russe ou un Chinois, et sortir de ... du Arsenal
du match en ayant partagé avec lui FC
quelque chose qui dure à vie. Mais
c'est plus difficile si on se rencontre
dans un bistrot, et qu'on ne parle que
notre langue. C'est pour ça que j'ai
toujours prétendu, moi, que le sport
pouvait être en avance sur la société.
E-104
Speaker Lan-
[Subject] guage
{292} @29m02s: Moi, je joue avec un Russe Wenger direct On why he ascribes Inter- NN [Exclu VA+] VA plus French 2020 https://www. Video
ou un Chinois, je sors du match ... je quota- importance to sports view Notre [2020-11- youtube.com
sais qui il est le mec. Je sais que dans tion and its role in society rencontre 12] /watch?v=rBT
le moment il m'a sauvé, ou pas. Je avec OK55wvsw
sais qu'il n'a pas été égoiste à un Arsène
moment donné mais qu'il a donné la Wenger,
balle quand il fallait, tu vois. Tu l'ancien
connais la forme ... le caractère entraineur
profond. C'est de ce dont ... dont je te du Arsenal
parlais ... qui est extrêment intéres- FC
sant c'est le jeu permet de dépass...
de dépasser la barrière de la culture,
qui est superficielle, et de découvrir
le caractère de la personne. Et le
caractère de la personne est ce
qu'elle est vraiment. Donc ... c'est ...
c'est en ce sens-là que le sport peut
être extrêmement important.
{293} @03m31s: J'ai une influence bi- Wenger direct on his origins and Inter- Gaschy Arsène France 3 French 2020 https://www. Video
culturelle au départ: à la fois alle- quota- stance towards cul- view Noémi Wenger de Grand Est [2020-11- youtube.com
mande, à la fois française. Donc ...euh tion tures e retour en 13] /watch?v=yzB
j'ai pu voyager et m'adapter assez Alsace xxRq68Fs
rapidement parce que je n'ai jamais
pensé que ma culture était la seule.
{294} @03m54s: Ich hab mich angepasst Wenger direct summarising his Inter- Gaschy Arsène France 3 Alsa- 2020 https://www. Video
überall. Wie man im English sagt quota- mindset view Noémi Wenger de Grand Est tian [2020-11- youtube.com
"open-minded", das heißt, das man tion e retour en 13] /watch?v=yzB
nicht stubborn ist. Und das man Alsace xxRq68Fs
versteht ... versucht zu verstehe, was
andere denken.
{295} p. 65: Nothing is as important as Ancelotti direct Discussing his vision of Printed Ance- Quiet Portfolio English 2016 Text
family. In football, there are two quota- club culture book lotti leadership - Penguin
forms of family. There is my personal tion Carlo, Winning
set of trusted lieutenants and staff, Brady hearts,
people I have worked with over the Chris, minds and
years, sharing the good times and the Forde matches
bad -people I have great trust in and Mike
respect for. They are my football
family, and I will talk about these
people shortly. Then there is the club
as a family
E-105
Speaker Lan-
[Subject] guage
{296} p. 65: When I joined Milan as manag- Ancelotti direct Discussing his vision of Printed Ance- Quiet Portfolio English 2016 Text
er, it was like coming home fror me. quota- club culture book lotti leadership - Penguin
The club is set up exactly like a family, tion Carlo, Winning
despite being one of the grandest Brady hearts,
football teams in the world. You have Chris, minds and
you own room at Milanelo, the train- Forde matches
ing ground, and the kit man, the Mike
other staff - they have been there a
very long time. There is a restaurant
at Milanello and it's not a buffet, as it
is at Chelsea and Real Madrid, but a
proper restaurant with a waiter who
comes to speak with you as a friend.
The waiters at Milanello are mostly
very old -they have been there a long
time- and the atmosphere is very
easy.
{297} p. 65-66: When I started to work on Ancelotti direct Discussing his vision of Printed Ance- Quiet Portfolio English 2016 Text
the organization and setup at Paris quota- club culture book lotti leadership - Penguin
Saint-Germain, introducing a restau- tion Carlo, Winning
rant was one of my first priorities. I Brady hearts,
knew from my time in Milan how Chris, minds and
important it was for the players to Forde matches
have meals together, to help form a Mike
tighter unit. I wanted to bring the
family environment I knew so well
from Milan to Paris, and mealtimes
are an important part of family life.
This is how I like the culture of the
club to be and I consider the family
atmosphere fundamental to success.
{298} p. 66: From the manager to the kit Ancelotti direct Discussing his vision of Printed Ance- Quiet Portfolio English 2016 Text
man, everyone needs to be part of quota- club culture book lotti leadership - Penguin
this family and to work towards the tion Carlo, Winning
shared objectives. The key to the Brady hearts,
success of any organization is to align Chris, minds and
the whole family in the same direc- Forde matches
tion. The players are an integral part Mike
of this and it is not helpful if there are
dissenters who are working against
the spirit of the famil or who do not
consider themselvs to be part of it. It
E-106
Speaker Lan-
[Subject] guage
is my job to make sure that the family
values, whatever they might be, are
honoured and respected.
{299} p. 66-67: So this is the culture of the Ancelotti direct Discussing his vision of Printed Ance- Quiet Portfolio English 2016 Text
club – a family setup. At other clubs it quota- club culture book lotti leadership - Penguin
can be different. At Juventus it was tion Carlo, Winning
like a company for me. When a club is Brady hearts,
like a company my relationship with Chris, minds and
my superiors is more formal. During Forde matches
my time at Juve we did not have our Mike
own training ground and facilities; we
did not have our own ‘home’. How-
ever, my experience at Juventus was
still a good one in my mind. The
results were not great during my time
at the club, but you cannot always
control the results. This does not
mean that my relationship with the
team was bad. The things over which
I had control were working. Maybe
the fans might not agree, but I cannot
control them either.
{300} p. 67: It’s important that the manager Ancelotti direct Discussing his vision of Printed Ance- Quiet Portfolio English 2016 Text
is a cultural fit for the club, as his job quota- club culture book lotti leadership - Penguin
is to be an example for this culture, to tion Carlo, Winning
maintain its standards and see that it Brady hearts,
is observed throughout the organiza- Chris, minds and
tion. For Milan, I was, of course, a Forde matches
natural fit, but at Juventus I was not. Mike
The family environment is better
suited to who I am, and it is always
easier to work in an atmosphere akin
to who you are.
{301} p. 67: Without an empathy with the Ancelotti direct Discussing his vision of Printed Ance- Quiet Portfolio English 2016 Text
culture success can still be achieved, quota- club culture book lotti leadership - Penguin
but it can also be fleeting, hard to tion Carlo, Winning
sustain. Brady hearts,
Chris, minds and
E-107
Speaker Lan-
[Subject] guage
Forde matches
Mike
{302} p. 67: Wherever I go, I am always Ancelotti direct Discussing his vision of Printed Ance- Quiet Portfolio English 2016 Text
myself. My personality or style does quota- club culture book lotti leadership - Penguin
not change, and ultimately I am hired tion Carlo, Winning
for who I am. The prevailing atmos- Brady hearts,
phere in the club when I arrive dic- Chris, minds and
tates the amount of time and work it Forde matches
will take me to achieve the atmos- Mike
phere I desire, to create my family.
This is why sometimes the most
important job is to build this family
atmosphere if it doesn’t exist natural-
ly. At a club like Chelsea, for example,
it was also more like a company, but I
saw it as an opportunity to build a
family there.
{303} p. 67: When hiring leaders it is essen- Ancelotti direct Discussing his vision of Printed Ance- Quiet Portfolio English 2016 Text
tial that the people hiring them know quota- club culture book lotti leadership - Penguin
exactly the role they want the new tion Carlo, Winning
leader to play – is it to maintain the Brady hearts,
culture or to create a new one? Chris, minds and
Forde matches
Mike
{304} p. 67-68: Interestingly, it is said that Ancelotti direct Discussing his vision of Printed Ance- Quiet Portfolio English 2016 Text
Sir Alex Ferguson was hired to revive [Fergu- quota- club culture book lotti leadership - Penguin
a culture that had waned at Man- son] tion Carlo, Winning
chester United. Having done so, he Brady hearts,
maintained his success by constantly Chris, minds and
reinforcing that culture, continually Forde matches
referencing the history and tradition Mike
of the club.
{305} p. 68: Of course, a manager can Ancelotti direct Discussing his vision of Printed Ance- Quiet Portfolio English 2016 Text
change their approach to fit the quota- club culture book lotti leadership - Penguin
demands of the club, but it is easier tion Carlo, Winning
to fit the coach to the club than the Brady hearts,
other way around – unless, of course, Chris, minds and
you want a change or there is a big Forde matches
reason to abandon your beliefs. Mike
E-108
Speaker Lan-
[Subject] guage
{306} p. 68: If, for example, a big club Ancelotti direct Discussing his vision of Printed Ance- Quiet Portfolio English 2016 Text
wanted to break the monopoly of quota- club culture book lotti leadership - Penguin
their biggest rival and they thought tion Carlo, Winning
they could only achieve that with a Brady hearts,
manager who had already been Chris, minds and
successful at another club, but who Forde matches
maybe didn’t fit culturally, they will in Mike
some cases overlook the fact that he
won’t adapt culturally, because the
success is the top priority.
{307} p. 69: In my career there was only Ancelotti direct Discussing his vision of Printed Ance- Quiet Portfolio English 2016 Text
one club – apart from Milan, who quota- club culture book lotti leadership - Penguin
already knew me – where I was tion Carlo, Winning
asked, ‘How do you manage? How do Brady hearts,
you work with the players? What is Chris, minds and
your style of training? How would you Forde matches
deal with this situation and that Mike
situation?’ This was Chelsea. I had ten
meetings with Chelsea, which is the
correct way to do business for me,
but it is certainly not normal in foot-
ball.
{308} p. 69: The likes of Pep Guardiola and Ancelotti direct Discussing his vision of Printed Ance- Quiet Portfolio English 2016 Text
Hungarian coach Béla Guttmann have quota- club culture book lotti leadership - Penguin
said that three years is the natural tion Carlo, Winning
cycle for managers, and my experi- Brady hearts,
ence with my leadership arcs, one Chris, minds and
club aside, certainly backs this up. Forde matches
However, sometimes managers, Mike
players, coaches and workers find a
natural home.
Valeriy Lobanovskyi at Dynamo Kiev,
Sir Alex Ferguson at Manchester
United, Arsène Wenger at Arsenal,
me at Milan – in these cases the
relationship can last much longer
than the three years. The manager
has found a home and the club has
found the right cultural fit.
{309} p. 69-70: I have managed great teams Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
all over Europe, highly diverse, multi- quota- tional culture book lotti leadership - Penguin
national groups of players and tion Carlo, Winning
E-109
Speaker Lan-
[Subject] guage
backroom staff. Working in such an Brady hearts,
environment presents a unique set of Chris, minds and
linguistic challenges. Forde matches
Mike
{310} p. 70: I was a foreigner in England, as Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
well as in Spain and France, so I quota- tional culture book lotti leadership - Penguin
forced myself to learn the language. I tion Carlo, Winning
have done this at each of the clubs Brady hearts,
abroad I have managed and I will Chris, minds and
always do this because it is so im- Forde matches
portant. Mike
{311} p. 70: I need to communicate with Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
the players and the media in the quota- tional culture book lotti leadership - Penguin
language of the country and I need to tion Carlo, Winning
make the commitment to show I Brady hearts,
am serious about adapting and fitting Chris, minds and
in to a new way of life. For me per- Forde matches
sonally it is important to learn the Mike
language as a way into the culture.
{312} p. 70: I expect the same of the players Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
and I see it as a way to measure their quota- tional culture book lotti leadership - Penguin
professionalism. Of course, if you give tion Carlo, Winning
me a choice between a player who Brady hearts,
scores every week or one who learns Chris, minds and
the language, then I choose the Forde matches
former. Mike
{313} p. 70: Sometimes a player can be Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
useful enough on the pitch not to quota- tional culture book lotti leadership - Penguin
need words. However, I want both tion Carlo, Winning
from the player. Brady hearts,
Chris, minds and
Forde matches
Mike
{314} p. 70: Making the effort to learn the Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
language enables the player to form quota- tional culture book lotti leadership - Penguin
better relationships with the other tion Carlo, Winning
players and staff, and in turn the Brady hearts,
players and staff appreciate the effort Chris, minds and
being made to adapt and fit in. Forde matches
Mike
E-110
Speaker Lan-
[Subject] guage
{315} p. 70: Bothering to learn the language Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
is a reliable indicator of the commit- quota- tional culture book lotti leadership - Penguin
ment of the player not just to playing tion Carlo, Winning
the game, but to flourishing in the Brady hearts,
new environment Chris, minds and
Forde matches
Mike
{316} p. 70: This is possibly why English Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
players underperform in foreign quota- tional culture book lotti leadership - Penguin
leagues. However, while the language tion Carlo, Winning
was clearly a problem for Gareth Bale Brady hearts,
in Chris, minds and
his first year at Madrid, it did not Forde matches
affect his performances and it has Mike
obviously improved over time. Maybe
the exception that proves the rule.
{317} p. 71: When I was managing Milan, I Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
would have the players speak Italian quota- tional culture book lotti leadership - Penguin
– nothing else – so that we were all tion Carlo, Winning
speaking the language of the country. Brady hearts,
Of course, it’s more difficult now Chris, minds and
because you have players from so Forde matches
many different countries and they Mike
often like to socialize and speak in
their national groups.
{318} p. 71: In France we had Italian players Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
and Argentinian players who spoke quota- tional culture book lotti leadership - Penguin
Italian together, but at the beginning tion Carlo, Winning
there was a problem because the Brady hearts,
French players only spoke French and Chris, minds and
a natural segregation would form Forde matches
Mike
{319} p. 71: You have to address this early Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
in your relationship with the players quota- tional culture book lotti leadership - Penguin
and get them to understand that tion Carlo, Winning
cliques are not acceptable. Brady hearts,
Chris, minds and
Forde matches
Mike
{320} p. 71: I would manoeuvre them to Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
speak together by having a dinner quota- tional culture book lotti leadership - Penguin
together and then changing the tion Carlo, Winning
E-111
Speaker Lan-
[Subject] guage
seating arrangements, sitting people Brady hearts,
next to others they wouldn’t normally Chris, minds and
socialize with. Forde matches
Mike
{321} p. 71: The trick is to push the groups Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
together gradually. At Madrid, we put quota- tional culture book lotti leadership - Penguin
people together at the tables at tion Carlo, Winning
mealtimes specifically to get them Brady hearts,
integrated from the beginning. We Chris, minds and
put new signing Toni Kroos, who is Forde matches
German, close to his countryman Mike
Sami Khedira, and then after a certain
point put Kroos close to Sergio Ramos
and so on. The other thing that I do at
clubs is to organize dinners for the
players away from the training
ground, where they can relax and get
to know each other a bit better.
{322} p. 71-72: Unfortunately, it can’t all be Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
done over mealtime, and a lot of my quota- tional culture book lotti leadership - Penguin
approach at Paris was spent just tion Carlo, Winning
gently influencing the players at the Brady hearts,
training ground, where we spent Chris, minds and
most of our time. I would subtly split Forde matches
up the groups, mix them up with Mike
others. I tried not to force these
things but to suggest, to influence –
this is the quiet way. I have read the
work of the psychologist Robert
Cialdini, a good Italian name, on
influencing. He talks about the effect
of things like consistency, reciproca-
tion and likeability on persuading
people. I believe that he has exactly
the right ideas.
E-112
Speaker Lan-
[Subject] guage
{323} p. 72: The importance of players and Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
staff being comfortable with the quota- tional culture book lotti leadership - Penguin
language is central to quickly under- tion Carlo, Winning
standing the culture of the country Brady hearts,
and the club. For the business com- Chris, minds and
munity this is probably even more Forde matches
significant than in football, where Mike
player turnover is high and their
impact might not be as reliant on the
language. If business staff are re-
quired to operate in countries with
particularly difficult languages for
Western people to learn, such as
China or an Arab nation, mastering
the language, which could take as
long as eighteen months, can be
inefficient. In such cases there will
still be cultural behaviours that can
be studied, learned and used to help
the person become integrated in that
environment.
{324} p. 72: This same approach is useful in Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
any country if you want to stay and quota- tional culture book lotti leadership - Penguin
make a success of your time there, as tion Carlo, Winning
it helps you to understand the cul- Brady hearts,
ture, the professionalism and how Chris, minds and
the work ethic is seen in the eyes of Forde matches
the players. These deeper cultural Mike
differences are just as important as
the language. If you go to work in
Spain, for example, you have to
follow the culture of Spain. They are
used to having lunch at three o’clock,
so you have to respect this and you
should adapt to it. If I can become
assimilated into the culture then the
players should be able to do the
same.
{325} p. 73: In England, the professionalism Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
of the British players on the pitch is a quota- tional culture book lotti leadership - Penguin
given. Of course, you’re never sure tion Carlo, Winning
what happens off the pitch, but on Brady hearts,
E-113
Speaker Lan-
[Subject] guage
the pitch, they are really professional. Chris, minds and
Forde matches
Mike
{326} p. 73: We know that not all players Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
are created equal; it is the same with quota- tional culture book lotti leadership - Penguin
football leagues. Each individual tion Carlo, Winning
league is made up of different na- Brady hearts,
tionalities, and even within those Chris, minds and
nationalities there are cultural differ- Forde matches
ences. Mike
{327} p. 73: In my career I have found it Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
natural to be immersed in a melting quota- tional culture book lotti leadership - Penguin
pot of cultures in places such as Paris. tion Carlo, Winning
Brady hearts,
Chris, minds and
Forde matches
Mike
{328} p. 73: In fact, such experiences are a Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
big reason I have chosen to work in so quota- tional culture book lotti leadership - Penguin
many countries and why I’m looking tion Carlo, Winning
forward to the next adventure in Brady hearts,
Bavaria. Chris, minds and
Forde matches
Mike
{329} p. 73: I once talked about these Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
cultural differences in an interview quota- tional culture book lotti leadership - Penguin
and they didn’t like it in France. They tion Carlo, Winning
said that I didn’t speak well about Brady hearts,
their country’s football – that I was a Chris, minds and
racist. I am definitely not racist and Forde matches
the French managers agreed with Mike
what I said in the interview.
{330} p. 73: I see differences in the way Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
things are in different countries, quota- tional culture book lotti leadership - Penguin
different approaches and cultures tion Carlo, Winning
and management styles. One is not Brady hearts,
better or Chris, minds and
worse than the other, but they are Forde matches
different, and you must adapt. Mike
E-114
Speaker Lan-
[Subject] guage
{331} p. 73-74: For example, my time in Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
Spain showed me that they like to quota- tional culture book lotti leadership - Penguin
play football in a certain way and all tion Carlo, Winning
the teams broadly like to follow that Brady hearts,
approach. There is more emphasis on Chris, minds and
possession of the ball. In La Liga, less Forde matches
possession means that you are at the Mike
bottom of the league, but that is
because everyone plays the same
way – everybody accepts the model.
If you reject that model you can beat
the best teams who play with that
model.
{332} p. 74: In England there is much more Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
aggression and less obsession with quota- tional culture book lotti leadership - Penguin
possession. English teams and players tion Carlo, Winning
have a strong fighting mentality. If I Brady hearts,
had to go to war, I would go with the Chris, minds and
English, not with the Italians or the Forde matches
French. Mike
{333} p. 74: It is absolutely essential to Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
understand this [English] culture, quota- tional culture book lotti leadership - Penguin
which is macho like the South Ameri- tion Carlo, Winning
cans, but in a quiet, understated way. Brady hearts,
Chris, minds and
Forde matches
Mike
{334} p. 74: Didier Drogba, for example, did Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
not understand, when he first joined quota- tional culture book lotti leadership - Penguin
Chelsea and was guilty of ‘simulation’ tion Carlo, Winning
and exaggerating injuries on the Brady hearts,
pitch, that a big man simulating injury Chris, minds and
is not seen as manly in England – it Forde matches
goes against the notion of fair play, Mike
and this is a cultural thing. It is differ-
ent in Spain. John Terry spoke with
him and he changed, going on to
score lots of goals and become a club
legend.
E-115
Speaker Lan-
[Subject] guage
{335} p. 74: Sometimes it is better for this Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
conversation to come from the quota- tional culture book lotti leadership - Penguin
dressing room leader and not the tion Carlo, Winning
‘boss’. That player can become the de Brady hearts,
facto Chris, minds and
manager for this moment, in the Forde matches
sense that it’s more effective when Mike
such advice comes from his team-
mates, peer to peer. It can be more
effective and more efficient than if I
tell the player myself.
{336} p. 74: Understanding the culture, Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
having it explained to him by some- quota- tional culture book lotti leadership - Penguin
one steeped in its values, helped tion Carlo, Winning
Drogba to flourish. Brady hearts,
Chris, minds and
Forde matches
Mike
{337} p. 74-75: This kind of cultural assimi- Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
lation is fundamental to the success quota- tional culture book lotti leadership - Penguin
of a multinational, multicultural tion Carlo, Winning
group of players because it allows Brady hearts,
relationships between the players Chris, minds and
and the staff to form and be Forde matches
strengthened. Mike
{338} p. 75: Football is a global business Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
now, with people from all corners of quota- tional culture book lotti leadership - Penguin
the globe playing at the clubs. The tion Carlo, Winning
more things the players have in Brady hearts,
common – the language, observing Chris, minds and
the cultural values – the better they Forde matches
can communicate and function as a Mike
team. Players who don’t assimilate
become unhappy and might not stay
for long. If we think of the club as a
family once again, and we look to
somewhere like Milan, we can see
how long some of the players stayed
there.
{339} p. 75: Learning the language is the Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
best place to start for a foreign player quota- tional culture book lotti leadership - Penguin
or member of staff because it com- tion Carlo, Winning
E-116
Speaker Lan-
[Subject] guage
municates one value of the person Brady hearts,
very clearly: their commitment to Chris, minds and
becoming part of the club. Forde matches
Mike
{340} p. 75: (...) it is easy to overlook one of Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
the most important relationships at a quota- tional culture book lotti leadership - Penguin
football club – that between the tion Carlo, Winning
manager and his support staff. This is Brady hearts,
where the second aspect of the Chris, minds and
family comes in, with me and my Forde matches
trusted lieutenants. Mike
{341} p. 75: The support staff should be Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
there to listen, to share ideas, for quota- tional culture book lotti leadership - Penguin
support and as part of a united front tion Carlo, Winning
as a management team. Finally, and Brady hearts,
most importantly, trust between us Chris, minds and
should be implicit – and loyalty is Forde matches
paramount. It is non-negotiable. Mike
{342} p. 76: When I hired Giorgio Ciaschini Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
in my first job at Reggiana, we stayed quota- tional culture book lotti leadership - Penguin
together for ten years at different tion Carlo, Winning
clubs. A very strong relationship grew Brady hearts,
up between us, so that he was part of Chris, minds and
my football family. It should be Forde matches
difficult to break into the ‘family’, but Mike
once in it should be even more diffi-
cult to be
excluded. As you spend more time in
football, working with more people,
the family grows, so that you have a
bigger and bigger trusted support
network around the world of people
you can rely upon. It is people who
warrant our loyalty – not organiza-
tions. With organizations, it’s always
just business.
E-117
Speaker Lan-
[Subject] guage
{343} p. 76: Originally, when I was manag- Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
ing in Italy, I had my family, the loyal, quota- tional culture book lotti leadership - Penguin
trusted people I worked with, and I tion Carlo, Winning
wanted to take these people with me, Brady hearts,
from job to job. Many managers do Chris, minds and
this when they start a job – they Forde matches
replace the staff en masse with their Mike
own people. But my time at Chelsea
would change my outlook on all of
this, and show me that it was possible
to forge new loyalties and new ways
of working. It would make me more
flexible and adaptable in my ap-
proach to leading.
{344} p. 76: When I was having talks with Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
Roman Abramovich and Mike Forde quota- tional culture book lotti leadership - Penguin
during my courtship with the club, I tion Carlo, Winning
told them that I wanted to bring my Brady hearts,
own staff with me, but Abramovich Chris, minds and
said, ‘Look, we have excellent staff Forde matches
and great organization. These are Mike
good people working for us. You have
to come to
the club, see what it’s like first and
then if you’re not happy you can
change.’ I accepted this – but I added
that I wanted to try it for one month.
‘If I feel good, great, let’s continue,’ I
said. ‘But if I don’t feel good we have
to change something.’
{345} p. 77: Chelsea, then, was a first for Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
me, as I didn’t bring any of my staff quota- tional culture book lotti leadership - Penguin
with me from Milanello except for tion Carlo, Winning
Bruno Demichelis, an Italian psy- Brady hearts,
chologist who spoke English. I spent a Chris, minds and
lot of time thinking things over before Forde matches
agreeing to go to Chelsea. I was not Mike
sure – I had always worked with my
football family before and I was a
little bit worried about the language.
Bruno was my safety net and he
added value with his experience in
E-118
Speaker Lan-
[Subject] guage
the Milan lab. Of course, I would have
preferred to bring my family, but it
was becoming less common for clubs
to allow managers to bring in so
many of their own people.
{346} p. 77: When I arrived I was quickly Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
happy with the staff – there were quota- tional culture book lotti leadership - Penguin
top-quality people there. Ray Wilkins, tion Carlo, Winning
who had been working with my Brady hearts,
predecessor, Guus Hiddink, was Chris, minds and
helpful because he could speak Italian Forde matches
and therefore be a bridge between Mike
me and the players. He was an ex-
Milan player, so he was like family
already. Ray provided the cultural link
you need when entering a new organ-
ization. There were also excellent
analysts, scientists, nutritionists – all
the infrastructure was in place. And
then there was Paul Clement.
{347} p. 78: It was Paul [Clement]’s time to Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
go alone, just like it had been with me quota- tional culture book lotti leadership - Penguin
and Sacchi before. tion Carlo, Winning
Brady hearts,
Chris, minds and
Forde matches
Mike
{348} p. 78: My experience at Chelsea Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
taught me that you don’t necessarily quota- tional culture book lotti leadership - Penguin
need what you think you want. tion Carlo, Winning
Working with staff who are already Brady hearts,
part of the business you are joining Chris, minds and
can be a huge advantage. Maybe if Forde matches
David Moyes had given theincum- Mike
bents at Manchester United a chance,
things might have been different for
him. I thought not having my confi-
dants around me would be a big
E-119
Speaker Lan-
[Subject] guage
problem, but it wasn’t because I
made new ones.
{349} p. 78: The problem with loyalty is that Ancelotti direct Discussing interna- Printed Ance- Quiet Portfolio English 2016 Text
it can last even when it’s damaging. quota- tional culture book lotti leadership - Penguin
Bringing in tried and trusted lieuten- tion Carlo, Winning
ants sounds sensible, but presumably Brady hearts,
they were also at your side when you Chris, minds and
were sacked in your previous job. Forde matches
Sometimes it can take external influ- Mike
ences to loosen the bonds. I had to
leave behind
loyal assistants after a successful time
in Milan, because of the Chelsea
system. But it taught me that you can
always make new assistants who are
just as loyal – and expand your foot-
ball family.
{350} p. 78-79: When arriving at a new club Ancelotti direct Discussing what he Printed Ance- Quiet Portfolio English 2016 Text
in a new country, it is important to quota- calls the "cultural book lotti leadership - Penguin
have people on the staff who have a tion bridge" Carlo, Winning
cultural link to both Brady hearts,
the country and the club you’re Chris, minds and
arriving at. As I’ve mentioned, this Forde matches
was Ray Wilkins for me at Chelsea Mike
and at
Real Madrid it was Zinedine Zidane.
{351} p. 79: It’s so important to settle in Ancelotti direct Discussing what he Printed Ance- Quiet Portfolio English 2016 Text
quickly, to adapt to the culture and quota- calls the "cultural book lotti leadership - Penguin
the organization and to know about tion bridge" Carlo, Winning
the players from all levels of the club Brady hearts,
– and these cultural bridges can help Chris, minds and
with all of this. At Madrid I had to Forde matches
take five players from the academy Mike
and I didn’t know anything about
these players, but Zidane knew all
about them and was able to help me.
It didn’t hurt that Zidane had a very
strong relationship with the presi-
E-120
Speaker Lan-
[Subject] guage
dent.
{352} p. 79: I have learned that you cannot Ancelotti direct Discussing what he Printed Ance- Quiet Portfolio English 2016 Text
rule out the players acting as your quota- calls the "cultural book lotti leadership - Penguin
support. When I arrived at Paris Saint- tion bridge" Carlo, Winning
Germain I found Claude Makélélé Brady hearts,
there. He had just retired from play- Chris, minds and
ing and our paths never crossed at Forde matches
Chelsea, but I knew of him. He be- Mike
came my cultural link, above all with
the French players.
He was effectively a key support for
me in cultural issues with players and
nationalities that were new to me.
{353} p. 79: In Paris I had carte blanche to Ancelotti direct Discussing what he Printed Ance- Quiet Portfolio English 2016 Text
appoint my own staff. I brought in the quota- calls the "cultural book lotti leadership - Penguin
physical trainer I had worked with at tion bridge" Carlo, Winning
Milan. I was able to take Paul Clem- Brady hearts,
ent and Nick Broad, who was our Chris, minds and
nutritionist and statistician at Chel- Forde matches
sea, and who became our perfor- Mike
mance manager at Paris Saint-
Germain.
{354} p. 79-80: In my opinion the support Ancelotti direct Discussing what he Printed Ance- Quiet Portfolio English 2016 Text
staff have the same importance as quota- calls the "cultural book lotti leadership - Penguin
the players and I try to treat the staff tion bridge" Carlo, Winning
the same as the team. Of course, I Brady hearts,
have a closer relationship with my Chris, minds and
staff than with the players, so for this Forde matches
reason it’s easier. It’s also easier Mike
because I don’t have to choose be-
tween them when match day comes.
Effectively, they play every game.
{355} p. 80: With the staff I look at their Ancelotti direct Discussing what he Printed Ance- Quiet Portfolio English 2016 Text
character as much as I do with the quota- calls the "cultural book lotti leadership - Penguin
players or anyone else I work with. I tion bridge" Carlo, Winning
believe that their quality will be more Brady hearts,
or less the same if they have all the Chris, minds and
E-121
Speaker Lan-
[Subject] guage
qualifications. Forde matches
Mike
{356} p. 80: For me, again, the most im- Ancelotti direct Discussing what he Printed Ance- Quiet Portfolio English 2016 Text
portant thing is trust. I need to have quota- calls the "cultural book lotti leadership - Penguin
trust so that I can feel comfortable to tion bridge" Carlo, Winning
delegate because I want to empower Brady hearts,
them and have them as involved as Chris, minds and
possible. I want them to have the Forde matches
freedom tospeak with the players and Mike
sometimes I use the staff for assis-
tance in speaking with the players
myself – directing them in what I
want doing. At Real Madrid, Paul
Clement was important to help
Gareth Bale with his induction into
the club – with both the language and
the culture – and he was often able to
explain things to Bale better than I
could.
{357} p. 80: Every day, together with my Ancelotti direct Discussing what he Printed Ance- Quiet Portfolio English 2016 Text
staff, we arrange the training ses- quota- calls the "cultural book lotti leadership - Penguin
sions. So we speak with each other, tion bridge" Carlo, Winning
we organize together, have ideas Brady hearts,
together. Speaking with the physical Chris, minds and
trainer, the doctor or with my assis- Forde matches
tants can all have an effect on my Mike
original ideas. For example, Paul and I
might decide that this is the day to
have a strength session, but then the
physical trainer might say that what
we’re doing is too much or too soft
and that we have to do something
different. We then open a discussion
and together we’ll find the right
solution.
{358} p. 80-81: Listening, learning, being Ancelotti direct Discussing what he Printed Ance- Quiet Portfolio English 2016 Text
adaptable – they’re all crucial when it quota- calls the "cultural book lotti leadership - Penguin
comes to integrating effectively into a tion bridge" Carlo, Winning
club’s culture. Not only that, but if my Brady hearts,
experience with the support staff at Chris, minds and
Chelsea has taught me anything, it’s Forde matches
E-122
Speaker Lan-
[Subject] guage
that you must always be open to new Mike
ideas. Leaders cannot afford to stand
still, they must always be developing,
progressing. This wasn’t the only
lesson I learned at Chelsea, either.
{359} p. 81: At Chelsea, as at a lot of English Ancelotti direct Discussing what he Printed Ance- Quiet Portfolio English 2016 Text
clubs, they integrated the physical quota- calls the "cultural book lotti leadership - Penguin
side of training with the technical, tion bridge" Carlo, Winning
using data analytics, GPS and other Brady hearts,
technologies. At Milan we were used Chris, minds and
to training differently – to separate Forde matches
physical, tactical and technical train- Mike
ing sessions. I didn’t especially want
to change my style of training, but I
did so at Chelsea to ensure that there
was minimum disruption for the
players and I learned to like this way
too. Now I’m happy with this style
and I don’t want to change it, but I
am always learning, so, you never
know, I may change again. I like to be
open to ideas from any source – be it
my superiors, my peers, my staff,
players or even people outside of
football. A culture of improvement is
essential to success.
{360} p. 82: Learn the language; if you have Ancelotti direct Culture: The quiet way Printed Ance- Quiet Portfolio English 2016 Text
insufficient time, study the culture. In quota- - Summary of the book lotti leadership - Penguin
other words, demonstrate a willing- tion chapter on culture Carlo, Winning
ness to integrate. Insist on that from Brady hearts,
your staff as well; if you can make the Chris, minds and
effort, so can they. Forde matches
Mike
{361} p. 82: Cliques are unacceptable; Ancelotti direct Culture: The quiet way Printed Ance- Quiet Portfolio English 2016 Text
eventually, you will have to break quota- - Summary of the book lotti leadership - Penguin
them so make it clear from the outset tion chapter on culture Carlo, Winning
that integration is the only way to Brady hearts,
win. Chris, minds and
Forde matches
Mike
E-123
Speaker Lan-
[Subject] guage
{362} p. 82: Cultural education can often Ancelotti direct Culture: The quiet way Printed Ance- Quiet Portfolio English 2016 Text
come better from workmates rather quota- - Summary of the book lotti leadership - Penguin
than the boss. tion chapter on culture Carlo, Winning
Brady hearts,
Chris, minds and
Forde matches
Mike
{363} p. 82: Managing the support staff is Ancelotti direct Culture: The quiet way Printed Ance- Quiet Portfolio English 2016 Text
as important as managing the talent. quota- - Summary of the book lotti leadership - Penguin
They represent you every day in key tion chapter on culture Carlo, Winning
moments when you won’t be there. Brady hearts,
Make Chris, minds and
sure they understand your plans but Forde matches
also the style you want it delivered in. Mike
{364} p. 82: You don’t always need what Ancelotti direct Culture: The quiet way Printed Ance- Quiet Portfolio English 2016 Text
you think you want. Change can be quota- - Summary of the book lotti leadership - Penguin
liberating; don’t resist it just for the tion chapter on culture Carlo, Winning
sake of it. You will inspire new people Brady hearts,
very early in the process by making Chris, minds and
them believe they are still here for a Forde matches
real reason. Mike
{365} p. 82: You need to trust in order to Ancelotti direct Culture: The quiet way Printed Ance- Quiet Portfolio English 2016 Text
delegate. quota- - Summary of the book lotti leadership - Penguin
tion chapter on culture Carlo, Winning
Brady hearts,
Chris, minds and
Forde matches
Mike
{366} p. 83: Loyalty is at the centre of Ancelotti direct Culture: The quiet way Printed Ance- Quiet Portfolio English 2016 Text
relationships. It should be hard to quota- - Summary of the book lotti leadership - Penguin
break into a family but even harder to tion chapter on culture Carlo, Winning
be excluded. Brady hearts,
Chris, minds and
Forde matches
Mike
{367} p. 83: Loyalty is to people, not organi- Ancelotti direct Culture: The quiet way Printed Ance- Quiet Portfolio English 2016 Text
zations. For organizations, it’s not quota- - Summary of the book lotti leadership - Penguin
personal, it’s only business. tion chapter on culture Carlo, Winning
Brady hearts,
Chris, minds and
Forde matches
Mike
E-124
Speaker Lan-
[Subject] guage
{368} p. 83: Understand the nature of the Ancelotti direct Culture: The quiet way Printed Ance- Quiet Portfolio English 2016 Text
organization you’re in (or plan to quota- - Summary of the book lotti leadership - Penguin
join). What’s the history and culture? tion chapter on culture Carlo, Winning
Is it a small business, a family firm or Brady hearts,
a corporate entity? Chris, minds and
Forde matches
Mike
{369} p. 83: Move towards the culture you Ancelotti direct Culture: The quiet way Printed Ance- Quiet Portfolio English 2016 Text
now find yourself in. Trust, respect quota- - Summary of the book lotti leadership - Penguin
and in some cases time will be grant- tion chapter on culture Carlo, Winning
ed to you if you demonstrate that Brady hearts,
you know you are the ‘guest’ in Chris, minds and
someone else’s world / house. Forde matches
Mike
{370} p. 83: Don’t get caught in overplaying Ancelotti direct Culture: The quiet way Printed Ance- Quiet Portfolio English 2016 Text
the value of loyalty in your key lieu- quota- - Summary of the book lotti leadership - Penguin
tenants. Not everyone continues to tion chapter on culture Carlo, Winning
grow at the pace you need so it is Brady hearts,
important to access the sustainability Chris, minds and
of their motivation going forward. Forde matches
People will judge you on how you Mike
build a support team to drive perfor-
mance, not on how loyal you are.
{371} @08m22s: Knowledge about footbal. Klopp direct On the most im- Inter- Ben- Inside the NBC Sports English 2016 https://www. Video
That's easy! If you have no idea about quota- portant thing for a view nett mind of youtube.com
football, you have no chance! So at tion manager to succeed Roger Jürgen /watch?v=M4
the end it's all ... It depends to differ- Klopp ExHdASgb0
ent things.
{372} @10m38s: (...) it's a lot of things as a Klopp direct On the most im- Inter- Ben- Inside the NBC Sports English 2016 https://www. Video
manager you have to know about. quota- portant thing for a view nett mind of youtube.com
But if you are smart enough, you have tion manager to succeed Roger Jürgen /watch?v=M4
around you a lot of good people who Klopp ExHdASgb0
are better in things that you are not
too good in. I was always smart
enough to have the best people
around me in my coaching staff.
{373} @30m52s: That's easy. I think it's Klopp direct On how to man- Inter- Ben- Inside the NBC Sports English 2017 https://www. Video
easy because ... hmm creating an quota- age/motivate super- view nett mind of nbcsports.co
atmosphere where everybody feels tion stars/millionnaires Roger Jürgen m/video/pl-
really good, first of all. And then ...it's and diverse players Klopp download-
... you only have to ... to look inside inside-mind-
yourself what you like and would let jurgen-klopp
E-125
Speaker Lan-
[Subject] guage
you be confident. It's the the the
positive. Or sometimes a critical
feedback from a person that is im-
portant for you. And most important
thing: these players are good, I don't
have to make them something spe-
cial. (...)
{374} @32m05s: We all can fail, we all can Klopp direct On how to man- Inter- Ben- Inside the NBC Sports English 2017 https://www. Video
make mistakes, not important. It's quota- age/motivate super- view nett mind of youtube.com
only how you handle it, how you tion stars/millionnaires Roger Jürgen /watch?v=M4
react on it. And so ... how I said I have and diverse players Klopp ExHdASgb0
still more, so much more really heavy
in my life and hard defeats than
wonderful wins. And I know how to ...
how to come out by myself, how to
go back on track by myself.
E-126
Speaker Lan-
[Subject] guage
{375} @24m08s: Sehr gut. Es war ein wich- Klopp direct On how well he Inter- Wonto "Wontorra Sky Sport Ger- 2018 https://sport. Video
tiger Grund für mich, dass ich das quota- adapted to the life in a view rra Jörg – der KIA- HD man [2020-06- sky.de/fussba
mache. Nicht jetzt die speziellen tion foreign country [Eng- Fußball- 30] ll/artikel/won
englischen Gewohnheiten, sondern land] and the peculiar- Talk"- die torra-der-
andere Gewohnheiten. Weil ich hab ities of the people komplette fussball-talk-
ja nun mal ... was war das? 48 Jahre Sendung die-
ungefähr in Deutschland gelebt und mit Jürgen komplette-
nur in Deutschland gelebt. Das heißt, Klopp sendung-mit-
die Möglichkeit zu einem anderen juergen-
Land zu leben bedeutet ja nicht für klopp/113397
mich, dass ich da hinkomme und sage 08/34241
bei jedem "der ist ja komisch (unintel-
ligible)." Wir waren erstmal interes-
siert, wir wollen ... ich trinke mittler-
weile keinen Kaffee mehr, ich trinke
nur noch Tee. Ich mag das total
gerne! Diese ... das ist ein Bißchen
Zeremonie, das ist ein Bißchen ... es
dauert länger, man trinkt's nicht so
gedankenlos, weil man muss es
erstmal machen, und Kaffe is ausm
Automaten raus und so weiter ... Ich
mag das total. Das ist die eine Sache.
Dann mm ... ist es so, dass du einfach
... ... das Essen ist natürlich anders.
Und am Anfang hätte ich auch ein-
fach gesat "schlechter ...", mittlerwei-
le ... und es ist auch in manchen
Bereichen an sich einfach schlechter
als deutsches [Essen]. Aber es hat
auch was. Es gibt ganz ganz nette
Restaurants, die wir so in Deutsch-
land gar nicht haben, wo du rein-
kommst und denkst "ich sitz jetzt im
Wohnzimmer!" ... so. Das ist ganz
ganz viele wirklich schöne, wunder-
schöne Sachen. Und die Menschen
sind wirklich supernett. Also, Englän-
der muss man ja ... sie sagen über
sich selber ... was stört, dass sie keine
Fremdsprache sprechen ... also, das
ist ja nachvollziehbar, das würde uns
E-127
Speaker Lan-
[Subject] guage
Deutschen auch nicht anders gehen,
wenn Deutsch überall verstanden
werden würde, glaub ich auch nicht,
dass wir anfangen, Englisch zu lernen.
Und so geht's ihnen ja auch. Aber sie
sind wirklich gewohnt, dass sie ganze
... dass wirklich ganz viele Leute von
überall her kommen und so richtig so
... sich einen abbrechen mit Englisch.
Und keiner ist da unfreundlich und
sagt "was willst du sagen?" Sie sind
total bemüht, dich wirklich zu verste-
hen und sind total offen. Und ist
wirklich ... wir habne unfassbar viele
wahnsinnig nette Leute kennenge-
lernt und ... also jetzt schon klar:
Freunde fürs Leben! Und dasist
großer großer Mehrwert.
{376} @34m20s: Ich kann mittlerweile ... Klopp direct On how he transmits Inter- Wonto "Wontorra Sky Sport Ger- 2018 https://sport. Video
mit meinen Spielern ... krieg ich die quota- emotional messages view rra Jörg – der KIA- HD man [2020-06- sky.de/fussba
Message rüber, die ich ... die ich tion and translates expres- Fußball- 30] ll/artikel/won
rüber bringen will. Und es ist leichter sions from his native Talk"- die torra-der-
für die Spieler, weil ich viele ausländi- language into English komplette fussball-talk-
sche Spieler habe, mich zu verstehen, Sendung die-
als z.B. einen Iren ... ja ... Native aber mit Jürgen komplette-
(unintelligible) aber der Dialekt "was Klopp sendung-mit-
redet er da?". So ... also deswegen ... juergen-
das Bißchen Englisch, dass ich spre- klopp/113397
che, ist zumindest Englisch. 08/34241
E-128
Speaker Lan-
[Subject] guage
{377} @00m53s: The job changed com- Klopp direct On what has changed Inter- Schäfer Jürgen Deutsche Eng- 2019 https://www. Video
pletely. Yeah yeah. I was in Mainz quota- to his job over time, view Jana Klopp - Welle - Kick lish/Ge [2020-10- dw.com/de/j
[FSV Mainz 05, a club then playing in tion and in particular since wirklich nur off! rman 04] %C3%BCrgen-
the second division in Germany] in his last meeting with der "Nor- klopp-
the very beginning responsible for the interviewer [2012] mal One"? wirklich-nur-
absolutely everything around the der-normal-
football team. We had with Christian one/av-
Heidl as sporting director and mmm 48595491
... we were the club pretty much and
... to decide everything. It's the best
way to learn the job. You have to do
everything and nobody was really
watching because nobody was inter-
ested in Mainz. So I had to it learn the
hard way and we learnt it the hard
way. And meanwhile I am the boss of
... what I did that time alone, I have
now ... I would say nearly 20 assis-
tants for. So I'm really the manager of
... of ... of a big coaching staff. And
then ... and I can do that because I
know what they all are doing. Be-
cause I did it by myself.
E-129
Speaker Lan-
[Subject] guage
{378} @02m17s: I still use huh ... my inter- Klopp direct On the "tools" he Inter- Schäfer Jürgen Deutsche Eng- 2019 https://www. Video
est of ... for people. So ... I was always quota- learnt at Mainz view Jana Klopp - Welle - Kick lish/Ge [2020-10- dw.com/de/j
very interested in people. So ... That tion wirklich nur off! rman 04] %C3%BCrgen-
didn't change. The problems of the der "Nor- klopp-
boys changed a lot because of social mal One"? wirklich-nur-
media and stuff like that ... much der-normal-
more pressure. When more money is one/av-
involved, the pressure increase 48595491
incredibly. So ... and that's all. They
are very young, and they are ... they
are judged every day. It's like acting
constantly in a glass house, constant-
ly because everyone sees you, what-
ever you do, each mistake, each
failure, each good thing, each bad
thing. The world out there is: if you
are good, you are outstanding; if you
are not good, you are the worst in the
world. There's nothing, there's not ...
there's only black-white, here's no
grey ... the color gray is some ...
disappeared somehow. And I was
always a pretty calm person. That's
probably ... nobody can really imagine
that because I look quite different
when I watch a football, when I
watchin a football game - it's true.
But in normal things of life, I'm com-
pletely calm. And now meanwhile,
I'm much more experienced than I
was at that time. But yeah, I said
probably we spoke about that. I'm
not sure if years ago, but because I
was a very young father, I had to
learn it pretty early to take care for
younger people. And I learnt that.
And that's what I'm still doing. The
boys are now younger than my sons
are. So ... and I still like it a lot. And
so, that's it. In that job now, there are
only players with world class poten-
tial. Not all of them will be world
E-130
Speaker Lan-
[Subject] guage
class, but world class potential. And
my job is to help them to become
really world class. And that's ... that's
the job to do. And that's they know
already 80% about football, but the
last twenty percent can be really
decisive. And that's my job.
E-131
Speaker Lan-
[Subject] guage
{379} @04m36s: -Klopp: It's too important Klopp direct On how chooses and Inter- Schäfer Jürgen Deutsche Eng- 2019 https://www. Video
that it only can let's speak my ... my quota- hires players view Jana Klopp - Welle - Kick lish/Ge [2020-10- dw.com/de/j
"belly", and that's too important. And tion wirklich nur off! rman 04] %C3%BCrgen-
the thing is, it's too expensive. Let me der "Nor- klopp-
say it's too expensive. The people mal One"? wirklich-nur-
trust me a lot. And and so I cannot der-normal-
spend millions by thinking "wuuh ... it one/av-
could work." If you sign a player, you 48595491
have to know as much as possible. It's
easy to find a good football player. To
know him as a person and learning
about him as a person, it's not that
easy. That needs obviously experi-
ence. And I try that. Players are very
often surprised when I meet them
first time that we don't talk at all
about football. Because that thing is
already done for me. Because we only
sit here because they're very good
footballer. Otherwise, it would be a
waste of time. I should have met a
not good football and to be honest,
and ask him about our club or what-
ever.
- Schäffer: So, yeah, you're talking
with him then?
- Klopp: Life.
Schäffer: Life. Life in general.?
- Klopp: Yeah. Yeah. God and the
good world. (Laughs) But is it possi-
ble. That's possible. Not ... not really
likely to be honest. And everybody
knows what we mean by that I'm
really ... that I'm Christian and but it's
... I'm not. I don't know.
- Schäffer: Ein Bekehrer? [German:
proselytiser]
- Klopp: No. I am not that. SoI am not
a missionar that says whatever ...
that's how it is ... so people ... we live
in a free world and I cannot. It's not
my mission.
E-132
Speaker Lan-
[Subject] guage
{380} @01m09s: Una grande difficoltà che Capello direct Explaining the chal- Inter- NN Fabio Cambridge Eng- 2013 https://www. Video
ho trovato quando sono andato ad quota- lenge(s) he faces as a view Capello at Union lish/Ital [2020-04- youtube.com
allenare la squadra in Russa che ho tion newly appointed the Cam- ian 16] /watch?v=t0S
trovato solo due giocatori che par- manager of the Rus- bridge F4nstI5g
lano inglese, e uno che parlavspagno- sian national team, Union
lo perché ha giocato in Spagna. Per having previously Society
cui tutto mio lavoro viene fatto con managed the English
traduttore. Non è tanto difficile national team
quando si devono fare gli esercizi
durante gli allenamenti. Ma è … è
soprattutto difficile quando devi dare
un … un motivo psicologico, qualche
cosa di che tu senti, e trasmetterlo
alla squadra. Per cui quando io vorrei
dare qualche cosa, un segnale magari
forte di coin … di coinvolgimento, mi
diventa un po difficile . E spero che il
traduttore sia all'altezza, anche se è
un ragazzo che sta lavorando con lo
Zenit San Petersburgo e conosce i
giocatori. E e … oltretutto che quan-
do preparo la partità. Prima della
partita io sono abituato a scri … prima
hmmm … faccio un passo indietro.
Quando preparo il match io faccio
vedere i video della squadra e dico
cosa devono fare, già cosa fanno gli
avversari e cosa facciamo noi. Però
prima della partità quando deci … due
ore prima della partita quando siamo
in albergo e prima di andare al cam-
po, io scrivo … faccio su … su dei fogli
-come si chiama la …? sulla lavagna-
scrivo tutti i punti che avevo detto
loro di seguire, di fare, sià quello che
devono fare noi, quello che devono
fare loro. E anche lì, invece di scriver-
lo io, lo devo scrivere il traduttore
perché scrivo in cirillico. E quindi ci
sono queste difficoltà. Ma la cosa che
più mi … mi crea problemi è: quando
io finisco il primo tempo, nel tragitto
E-133
Speaker Lan-
[Subject] guage
che va dalla panchina allo spogliatoio,
io … secondo del … di come sta an-
dando la squadra, eh … io penso
all'intervento che devo fare. E tanto
dico, voglio che la squadra per 4-5
minuti non parli, stia in silenzio, si
metta a posto, cambiano la maglietta,
si hanno bisogno di un massaggiato-
re/fisioterapista. E, in quei momenti
secondo del … di quello che voglio
trasmettere, devo usare un’ tono di
voce. E molte volte, il traduttore non
usa questo tono di voce che sarebbe
necessario per scuotere la squadra,
per fare qualcosa come io voglio. Per
cui questa è una cosa che mi rende
un po’ più difficile il lavoro, ma è
eccitante. Diciamo che sotto un certo
aspetto è … è diverso, qui [in England]
riuscivo a comunicare con i giocatori,
riuscivo a parlare e dire quello che
volevo. L'unica cosa che ho dovuto
imparare è il nome che danno ad
alcuni esercizi che io se lo traducevo
dall'italiano all'inglese, non era la
stessa cosa. Perché in ogni paese c'è
un mo … una terminologia per ogni
esercizio che si fa, per ogni mo-
vimento che si fa sul campo. In Spa-
gna aveva una terminologia, in Italia
un'altra, in Inghilterra un'altra ancora.
E-134
Speaker Lan-
[Subject] guage
{381} @00m29s: - Pochettino: I think this is Pochet- direct Asked about his Inter- White Totten- NBC Sports English 2019 https://www. Video
about the belief and the faith that tino quota- obvious trust in view Arlo ham's [2020-02- youtube.com
you have and then to provide a good tion youngsters by giving Mauricio 15] /watch?v=7vY
platform for them to … to improve them play time Pochettino: 1TPstawI
and to grow in a very natural time. Inside the
And I think from day one, I think, mind with
when I started my career like a man- Arlo White
ager in Espanyol [Barcelona], always - Premier
the first thing that when I arrive in League
the new club is to be interested in
what happen in the academy. And I
think is start to know the … the young
player, because is going to be the
future of the … of the club. And of
course, for me, because I grow in
Newell’s Old Boys in … in one of the
best club in Argentina, or the best
club in Argentina, building and to
develop … developing new young
player. I think I learn a lot from a
person like Jorge Griffa. And … and of
course, for me it was in my mind,
when I was young, I was a player and
I started to … and then I started
thinking one day to be a manager.
And … and because I believe and I
feel the responsibility to provide
them all that … a person like Jorge
Griffa and all the … the staff on the
academy Newell’s Old Boys provide
the people to us, to me … younger
and kid that want to … to achieve the
dreams. And it's like a youth you feel
today the responsibility to try to give
the same opportunities, and to create
the platform for them to … to feel
comfortable and … and help to be a …
professional football … footballer.
And, of course, in the same way to try
… to approach in a personal basis, in a
human … valu … values, to … to
provide the good values too. Not only
E-135
Speaker Lan-
[Subject] guage
to develop like players, if not like the
personality and character. And I think
it's so important. That is a mix that
we work so hard to try to … to pro-
vide them to have opportu … the
opportunity. And in the moment that
they're going to … to be involved with
the first team, no only to perfor-
mance and delivery, they should be.
But they need to grow like … like a
person too. That is, I think, it is im-
portant too.
- White: So the personal development
is so important to you?
- Pochettino: Yes. For me, yes, it's so
important. For me, it's so important
to … to mix that two sides, the … the
… between how you feel, your emo-
tions, how you are going to behave
with the professional side of football,
develop your talente … , your talent.
And, of course, is … that is, I think,
one of the key to be successful on the
… on the … in the future.
E-136
Speaker Lan-
[Subject] guage
{382} ‘@03m50s: To be honest, after … Pochet- direct on how he assesses a Inter- White Totten- NBC Sports English 2019 https://www. Video
training with us, of course, always for tino quota- youngster's readiness view Arlo ham's [2020-02- youtube.com
us, is a thing to … we always try to tion for the first team Mauricio 15] /watch?v=7vY
create a space for the younger that … Pochettino: 1TPstawI
the younger that we believe that can Inside the
be a good player for the first team, mind with
who can … can play on the first team. Arlo White
I think, always is create … we created - Premier
an space for them to be involved League
every week with us. But then is
depend of the personality and the
capacity for the younger to … to
mature, no? How they are going to
grow. Some player needs maybe
three months, another player six
months, another two year. All are
completely different and always is so
important to give the right time, no?
Because I’m not to take a rush deci-
sion how we judge them. And always
give them time enough for them to …
to … to achieve the level to after to …
to … compete with the first team. I
think this is not about “they are doing
well on the under 18, under 23 and:
OK, go and play with the first team.” I
think that is not the way that we use
to work. I think is … is … for us is more
important about to be accepted for
the senior player. (I) start to … to … to
build that complicity that they need
to create in between the team. And
then for the senior player to accept
the younger like a natural, because
after 3 months, 4 months, 6 months
sharing training session, they accept
that they can be good, very good
teammate and them can help them
on the pitch.
E-137
Speaker Lan-
[Subject] guage
{383} ‘@06m05s: - Pochettino: No … hm … Pochet- direct The interviewer Inter- White Totten- NBC Sports English 2019 https://www. Video
because when we arrive here, I think tino quota- observing that every- view Arlo ham's [2020-02- youtube.com
was … I think the most important is … tion body was shaking Mauricio 15] /watch?v=7vY
is to feel the person when … when hands on the club's Pochettino: 1TPstawI
you … when you see. Talk, and touch, training ground and Inside the
and the skin is so important: that whether it was com- mind with
feeling! For us when … was a small pulsory Arlo White
thing that happen. I remember when - Premier
we arrived here, wasn’t compu … League
compulsory to shake hands. But we
start to behave like this and, we
shake hands, every single person, a
player, when we arrive to the restau-
rant on the morning, the breakfast,
like this. I remember one day we
were in the first few weeks and took
in the … having a lunch with Daniel,
with the Chairman. And every single
player that arrive shaking hands with
… with the Chairman! And the Chair-
man, Daniel, said to me, “oh, Mauri-
cio, that is compulsory. It's a new
rule.” -“No, that is respect.” (…) Is to
talk about respect. Is talk about … to
be close. And I think that attachment
of that … to create that feeling in
between each other, I think, is going
to be … to help. After, because of the
football is a collective sport, that we
need to fight each other for, for … for
… to try to to success all together.
And I think that is a very good start
when … when you arrive in the
morning, or when you say good bye.
And I think it's great, a very good
complicity between … together.
E-138
Speaker Lan-
[Subject] guage
{384} @02m16s: Adessi mi costringete a Ancelotti direct How he perceives the Con- NN Ancelotti Università Italian 2019 https://www. Video
parlare della gestione del gruppo, che quota- job of managing a fer- alla Van- degli Studi [2020-04- youtube.com
è un argomento molto interessante, tion football team, in ence vitelli per della Cam- 18] /watch?v=0o
bello, e ... È vero che il gruppo ... particular comparing parlare di pania Luigi HMpjSS84k
diciamo il gruppo di lavoro è ... è from when he started gestione Vanvitelli
cambiato. Perché ho iniziato a lavora- [1992-1995] to the del gruppo
re nel 92, diciamo come allenatore time of the confer- e delle
nel ... 1995, ho allenato la squadra di ence [2019] risorse
...di serie B, che era la Reggiana, che umane in
era la squadra, diciamo non della città un top club
ma dalla mia zona dove sono nato. E
siamo partiti con l'allenatore, poi
c'era l'allenatore in secondo, un
allenatore dei portieri un medico, due
massaggiatori - che adesso non si
chiamano più massaggiatori ma si
chiamano fisioterapisti-riabilitatori. E
se ci metti i giocatori totale: diciamo,
20-22 persone. Adesso si parla di
minimo 25 giocatori. Si parla di uno
staff tecnico composto da un alle-
natore, una volta c'era un secondo,
poi adesso c'è il videoanalista, c'è il
preparatore dei portieri. Diciamo,
nello specifico, noi siamo ... diciamo:
allenatori in secondo, videoanalista,
abbiamo tre preparatori atletici,
abbiamo tre dottori, cinque fisiotera-
pisti. E poi dopo bisogna considerare,
diciamo, tutto il reparto della ...
dell'ufficio stampa. Bisogna consid-
erare ... me dimentico qualcuno? No?
E le reti sociali ... insomma, morale:
Siamo una cinquantina di persone. E
quindi, diciamo, il tipo di gestione
sicuramente è mo ... molto più diver-
so da ... dall'inizio. Se nel '92 era una
gestione più diretta nel senso che,
diciamo, l'allenatore ... aveva il con-
trollo totale di quasi tutto, dall'or-
ganizzazione dell'allenamento a ...,
diciamo, alla ... alla preparazione. Era
E-139
Speaker Lan-
[Subject] guage
un rapporto anche molto più diretto:
un conto è parlare con 20 persone, un
conto è parlare con 50. Allora ... a
quel punto adesso, diciamo, la ges-
tione del gruppo è ... c'è anche la
necessità di delegare un po'. Nel
senso che, diciamo, la preparazione
atletica devi avere un preparatore
che ... del quale hai fiducia, del quale
hai le competenze e dare la possibil-
ità, a lui, di delegare. Cioè, ti devi
fidare delle persone che hanno più
conoscenze di te in un determinato
aspetto. Certamente ... e lo stesso
riguarda, diciamo, l'aspetto medico,
l'aspetto sanitario. (unintelligible) Il
calcio è cambiato, è cambiato molto.
È cambiato tutto. È cambiato ... le
regole sono cambiate. È cambiato ...
mmm ... il ... la composizione dei
gruppi. Sono cambiate i rapporti con
la stampa, con le medie: Una volta
era un rapporto molto più diretto,
perché ... diciamo, non c'era tutta
questa, diciamo, espansione mediati-
ca, tutta questa tecnologia. E quindi
anche ... anche il giocatore aveva un
rapporto diretto con il giornalista.
Adesso il giocatore non ha più un
rapporto diretto col giornalista, e il
giornalista non ha più un rapporto
diretto con la stampa . Adesso ci sono
sempre dei livelli di mediazione. È
cambiato il linguaggio il linguaggio del
calcio è cambiato una volta si parlava
di "formazione", adesso si parla di
s"istema di gioco" (...)
E-140
Speaker Lan-
[Subject] guage
{385} @09m40s: Il calcio non è tanto com- Ancelotti direct How he perceives the Con- NN Ancelotti Università Italian 2019 https://www. Video
plicato. Il calcio è abbastanza sempli- quota- changes to managing fer- alla Van- degli Studi [2020-04- youtube.com
ce. Si vuole rendere complicato. Ma tion a team and the socie- ence vitelli per della Cam- 18] /watch?v=0o
noi cerchiamo di renderlo semplice. tal changes parlare di pania Luigi HMpjSS84k
La cosa più complicata è la gestione di gestione Vanvitelli
queste persone -per ritornare al del gruppo
discorso- che lavorano tutti i ... tutti i e delle
giorni. È lì dove c'è perché c'hai ... risorse
perché oggi ogni persona ce ha il umane in
proprio carattere. Ogni persona ce ha un top club
il proprio ... le proprie motivazioni. È
un lavoro di squadra, è un gruppo di
squadra ma, diciamo, dentro a questo
gruppo ci sono tanti egoismi. Perché
ognuno di noi ha la tendenza a pensa-
re prima per se, e poi agli altri. Leg-
gevo una statistica del ... del ... fatto
in America sui dei ragazzi del ... dai 15
ai 21 anni, che diceva -a me sembra
esagerata, ma lo dico lo stesso-
diceva che il 90 % di queste ragazze è
sotto stress. 90% da 15 a 21 anni.
Perché? Perché le nuove tecnologie ti
isolano, prima di tutto. E le reti sociali
e, diciamo, la comunicazione che
viene fatta verso questi ragazzi è: la
ricerca sempre del bello, di essere i
più bravi, di essere i più belli, di
essere i più ricchi ... Allora c'è, dicia-
mo, la ricerca, diciamo dell'impos-
sibile. Dell'impossibile. E, una cosa
curiosa, dava un consiglio per, dicia-
mo, sopperire a questo eccesso di
stress: Pensare un po' agli altri.
Quindi è una forma di, diciamo,
altruismo. E devo dire che, diciamo,
nella costruzione e nella gestione di
un gruppo, l'altruismo è una compo-
nente molto molto importante.
Come? molto molto importante è la
relazione tra le persone. Allora, se a
me mi dicono "chi sei tu?", mi viene
E-141
Speaker Lan-
[Subject] guage
da dire "io sono un allenatore". Se a
voi vi chiedono "chi siete voi?" "noi
siamo dei dottori." Ai giocatori li
chiedo "chi sei tu?" "Io sono un
giocatore."... No, sbagliato: "Io sono
una persona che fa il calciatore", "io
sono un alle ... sono una persona che
fa l'allenatore." Alla base diciamo per
la gestione, a mio parere, è la ...
diciamo ... relazione tra le persone,
che deve essere una relazione a pari
livello.
{386} @23m32s: Le primedonne?! Ci sono Ancelotti direct how he handles Con- NN Ancelotti Università Italian 2019 https://www. Video
... ci sono da differenziare le cose quota- difficult stars fer- alla Van- degli Studi [2020-04- youtube.com
perché, diciamo, la prima donna tion ence vitelli per della Cam- 18] /watch?v=0o
viene ... diciamo Cristiano Ronaldo. È parlare di pania Luigi HMpjSS84k
primadonna, per ... per diciamo per le gestione Vanvitelli
medie, per tutto l'intorno. Dentro lo del gruppo
spogliatoio, Cristiano Ronaldo è come e delle
gli altri. Quindi c'è un luogo sacro che risorse
si chiama spogliatoio, dove tutti sono umane in
uguali, dove nessuno è primadonna. un top club
Poi dopo, c'è ... c'è l'altro aspetto
legato ... alle medie, alla stampa, alla
qualità del giocatore.È uno dei gio-
catori più importanti del mondo che
lo fa diventare una primadonna. Ma,
nel ... nel ... nello specifico, nel posto
E-142
Speaker Lan-
[Subject] guage
di lavoro dove siamo tutti i giorni, è
uno dei ... come gli altri, è trattato
come gli altri perlomeno. Poi dopo,
certamente non parlo di Ronaldo ...
ho detto ci sono giocatori che hanno
le proprie caratteristiche caratteriale:
giocatore un pò più egoista, giocatore
un pò più ... un pò meno egoista ma
non tanto determinato. Allora l'alle-
natore deve cercare di mantenere,
diciamo, un equilibrio, Ccrcare di
spiegare al giocatore egoista che
l'altruismo è molto importante, e
tutte queste cose qua non è una ...
non è una gestione complicata.
{387} @19m25s: La credibilità diventa Ancelotti direct Con- NN Ancelotti Università Italian 2019 https://www. Video
molto importante nella trasmissione quota- fer- alla Van- degli Studi [2020-04- youtube.com
di questa idea ... di questa idea che i tion ence vitelli per della Cam- 18] /watch?v=0o
giocatori poi alla fine del ... alla fine parlare di pania Luigi HMpjSS84k
della fiera devono portare sul campo. gestione Vanvitelli
E come ho detto più questo rapporto del gruppo
diretto, più è meglio per l'allenatore. e delle
Ho sempre detto ai miei calciatori: risorse
"non voglio esecutori di ordini." umane in
Perché l'esecutore di ordini è un un top club
soldato. I soldati sono esecutori di
ordini, non possono decidere c'è un
generale che decide per loro. Vanno
ed eseguono gli ordini ma i soldati
fanno la guerra, non giocano a calcio.
E-143
Speaker Lan-
[Subject] guage
{388} @38m30s: Una volta c'ho avuto un Ancelotti direct what would happen if Con- NN Ancelotti Università Italian 2019 https://www. Video
giocatore che, quando io parlavo quota- players would ever fer- alla Van- degli Studi [2020-04- youtube.com
[unintelligible] siamo al tema lì, e io tion oppose or "rebel", and ence vitelli per della Cam- 18] /watch?v=0o
parlavo a lui ... mentre io parlavo alla difficulties with play- parlare di pania Luigi HMpjSS84k
squadra. In realtà ehm ... io non ers in general gestione Vanvitelli
penso di aver trovato giocatori che del gruppo
remano contro. Certamente, eh, e delle
come tutte le cose, non è che puoi risorse
andare d'accordo con tutti perché alla umane in
fine ... alla fine tu devi decidere chi va un top club
in campo. E non pensate che i gio-
catori guadagnano e quindi anche se
vanno in panchina ... il giocatore
vuole giocare! e tutti vogliono gio-
care! Purtroppo quello è un aspetto,
diciamo, molto molto particolare,
importante ... non credo che remano
contro perché, in fondo, è un gioco di
squadra: tu puoi giocare contro
l'allenatore, ma se giochi contro
l'allenatore, sei anche contro i tuoi
compagni di squadra ... quindi è
difici(le). Solitamente tra i calciatori,
c'è un legame forte di amicizia, in
tanti casi perché si sta lì tutti i giorni
.... stanno lì tutti i giorni ridono,
scherzano insieme. Non penso che ci
sono giocatori che remano contro. È
chiaro, l'allenatore ha problemi con ...
da risolvere soprattutto nella ges-
tione, diciamo, la focalizzazione più
forte su quelli che non giocano,
perché è evidente che il giocatore che
non gioca ... c'è il rischio che perda
motivazione. Allora, se perde motiva-
zione, abbassa, diciamo, l'intensità
dell'allenamento. Su 20 giocatori,
diciamo 10 giocano e 10 non giocano:
può essere quei 10 che non giocano
sono demotivati, allora l'intensità
dell'allenamento è un disastro. E
quindi, diciamo al livello psicologico,
E-144
Speaker Lan-
[Subject] guage
la focalizzazione è soprattutto su
quelli che non giocano. E non è
neanche facile. È un aspetto molto
molto delicato. Io avevo un alle-
natore, quando non giocavo mi
dicevano "no ... stai tranquillo, alle-
nati bene, vedrai che la prossima
partita ci sarà posto per te. Ho fiducia
in te. Ho stimi in te." Arriva la partita
dopo: panchina. "Stai tranquillo,
(non) ti preoccupare, continua ad
allenarti con serietà." Alla terza volta,
quando si girava gli diceva "va quel
paese!" cioè ... la credibilità. È meglio
non dire niente delle volte (...)
{389} @00m20s: I have a lot more infor- Klopp direct Asked what drove the Inter- Shaw Jürgen Liverpool English 2019 https://www. Video
mation than I give to the players. Not quota- decision to choose a view Chris Klopp FC [2019-12- liver-
because I don't want to … I want to tion club in a foreign explains his 28] poolfc.com/n
keep that. No, it’s just because I want country and whether approach ews/first-
they have to play a football game. he sometimes feels to leader- team/351529
Football is a game and you have to homesick ship -jurgen-
play it with freedom. In the begin- klopp-
ning, for example, when a new play is leadership-
coming in, I don't give them any interview-
information. It's like let them play. liverpool
Let's learn … that I learn about him,
what he's doing naturally, and what
we want to adjust, and what we want
to leave with him, and what we want
to stop him doing, and stuff like that.
E-145
Speaker Lan-
[Subject] guage
So you learn more about your players
each day and you know how to how
to treat them, how to deal with them.
A lot happens in the one-one talk,
actually, but that's with the player,
with the team, there are more things
to do. And they're then all in the right
shape and in the right position. And
you try to … yeah. To help eleven
players to do the right things in the
right moment.
{390} @01m58s: It was a absolutely con- Klopp direct Asked what drove the Inter- Shaw Jürgen Liverpool English 2019 https://www. Video
scious decision to … to go to … to quota- decision to choose a view Chris Klopp FC [2019-12- liver-
England, to another country, to learn tion club in a foreign explains his 28] poolfc.com/n
new things, to improve a new lan- country and whether approach ews/first-
guage, and all that stuff. So … that's he sometimes feels to leader- team/351529
all only positive. We met a lot of good homesick ship -jurgen-
people here. No, I don't miss any- klopp-
thing. The world is -in Europe at least leadership-
- small enough that we can reach interview-
everything in a couple of hours. liverpool
{391} @02m24s: This club is sooo unbeliev- Klopp direct His opinion about the Inter- Shaw Jürgen Liverpool English 2019 https://www. Video
able big! … it's incredible! It feels … it quota- club he is working for view Chris Klopp FC [2019-12- liver-
feels really good and it gives us a lot tion [Liverpool FC] explains his 28] poolfc.com/n
of power. For me, absolutely no approach ews/first-
pressure. I mean, I sometimes try to to leader- team/351529
imagine how it is in all the living ship -jurgen-
rooms all over the world: millions and klopp-
millions of people, when we are leadership-
playing, are completely concentrated interview-
on what we are doing. During the liverpool
week, they follow us wherever we go,
they read everything about us and all
that stuff. And it's very positive.
That's very … it's like the best thing
you can do in your spare time, actual-
ly, if you love football, obviously. And
so I like it a lot that we have such a
positive moment and the people have
really a lot of good, good moments
during the season. And hopefully it
E-146
Speaker Lan-
[Subject] guage
may continue like this.
{392} @03m06s: All of what we do in life, Klopp direct The atmosphere and Inter- Shaw Jürgen Liverpool English 2019 https://www. Video
how I understand, is about relation- quota- spirit he is aim- view Chris Klopp FC [2019-12- liver-
ship. Because otherwise you live in a tion ing/aimed to create at explains his 28] poolfc.com/n
forest alone, on a mountain alone, the club approach ews/first-
and if you only want to be alone and to leader- team/351529
want to be responsible exactly the ship -jurgen-
things you do, and no responsibility klopp-
for anything else, you have to live leadership-
alone. Otherwise, always when you interview-
enter a room, you have a little bit of liverpool
responsibility, at least for the mood in
the room. As a football team, we
have to. We have to work really close
together. Each player knows each
name of each person that works of
Melwood [location Liverpool FC
training ground]. It's not me to create
an atmosphere. Each person in a
room, each person is responsible for
that. In a football team, especially. It
worked out well: We all win for each
other meanwhile. We do it for our …
for Carol and Caroline. We do it
because they know how important it
is to them and that makes it just
more valuable and more worthy. It's
just … it feels different. If you have a
bigger group to do it for, the more
the benefits for yourself. That's how
it is.
E-147
Speaker Lan-
[Subject] guage
{393} @04m06s: ‘I try everything to be as Klopp direct what he does to Inter- Shaw Jürgen Liverpool English 2019 https://www. Video
successful as possible. I live 100 quota- achieve success view Chris Klopp FC [2019-12- liver-
percent for the boys, with the boys, tion explains his 28] poolfc.com/n
what we do for the club, and all that approach ews/first-
stuff. And I think that's leadership in to leader- team/351529
the first case. As a leader, you cannot ship -jurgen-
be the last who comes in and the first klopp-
who goes out - that's how it is. Don’t leadership-
have to be always the first coming in interview-
or the last going out, that's (unintelli- liverpool
gible) like this. But you have to be an
example as well, that's how it is. We
have enough confidence, and that's
very important for a leader. Because
confidence … if I would expect from
myself that I know everything, that
I'm the best in everything, I couldn't
have confidence. But I don't expect
that. I know I’m good in a couple of
things, really good in a few things –
and that's enough! What I can do …
my confidence is big enough that I
can really let people grow next to me.
It's no problem. I need experts
around me. It's really, really very
important that you are empathic, that
you want to try to understand the
people around you, and that you give
real support to the people around
you! And then everybody can act.
That's what leadership is: Have strong
people around you with a better
knowledge in different departments
than yourself, don't act like you know
everything, be ready to admit that "I
have no clue in the moment so give
me a couple of minutes that I will
have a clue probably." And that's
exactly how I understand it. But it's
not a real philosophy, just my way of
life.
E-148
Speaker Lan-
[Subject] guage
{394} Für uns war das so ... für uns ist der Klopp direct Commenting the Inter- Hell- Klopp über Sky Sport Ger- 2020 https://sport. Video
Umgang miteinander, und BlackLive- quota- public identification of view mann Bayerns CL- man [2020-09- sky.de/fussba
Matters, natürlich! Is ja logisch! tion his players to the Sebas- Chancen: 16] ll/artikel/juer
Wenn man sich hier unsere Mann- BlackLivesMatter tian Sehen im gen-klopp-im-
schaft anguckt: Wir haben Spieler aus protest action Moment exklusiven-
Afrika, wir haben Spieler aus England top aus, interview-
und so weiter ... mit deren ... mit dem aber... ueber-
dementsprechend Hintergrund, und champions-
so weiter. Is völlig normal. Wir ... ist league-
es uns so natürlich, dass wir im ersten restart-und-
Moment gar nicht daran gedacht black-
haben, dass wir überhaupt eine livesmat-
Message senden könnten. Oder die ter/12000984
Jungs. Dass es völlig normal ist. Also /34353
keiner hier hat ger ... "äh? das muss
man nochmal sagen?!" Aber dann: Es
ist den Jungs aufgefallen. Ja klar!
Warum ... und dann haben sie sich zu
dieser Aktion ganz spontan entschie-
den. Und ich war schon immer ... seit
langem sehr, sehr stolz auf die Bur-
schen. Aber, es war nochmal ein
außergewöhnlicher Moment, als ich
sie da gesehen hab, und sie sich ...
dieses Foto gemacht wurde, da war
ich richtig stolz. Weil es einfach eine
wichtige Message (ist).
{395} @40m59s: Streich: Ich war nie jetzt Streich direct Asked about his Inter- Wonto Christian Sky Sport Ger- 2019 https://www. Video
nur in irgendwelche so Gruppen drin, quota- complex personality view rra Jörg Streich HD man [2020-04- youtube.com
immer - und nur in der Gruppe und tion erklärt 12] /watch?v=Ld6
so. Ich würde mich jetzt schon bezei- Freiburgs QJnAG7AI
chen als eigentlich offener Mensch. Erfolgsge-
Ich begegne wahnsinnig gerne unter- heimnis
schiedlichen Menschen, ich bin gern
mit Menschen zusammen - aber nur
von Zeit zu Zeit, dann aber wieder
nicht. Und ich bin sehr sehr interes-
siert an unterschiedlichsten Lebens-
formen, an unterschiedlichsten
Denkweisen.
Wontorra: Auch mal an alternativen
Lebensformen?
E-149
Speaker Lan-
[Subject] guage
Streich: Ja! oder an Lebenformen wie
... wie denkt jemand über eine ...
über eine Thematik, der aus Asien
kommt ... aus Südkorea. Und ich ... da
bin ich auch schon gereist. Und
plötzlich ... er hat des Sichtweise, eine
Betrachtungsweise, wo ich nie drauf
gekommen wäre - gerade von der
anderen Seite. Und da denkst du "ja,
so kann man es ja auch sehen! Dann
hab ich schon was gelernt!"
{396} @02m28s: Everytime I goes in the Weah direct commenting his Re- NN Exclusive: FIFATV English 2016 https://www. Video
field, and I was playing for Arsène [Wenger] quota- relationship with por- African fifa.com/vide
Wenger, I wanted to know that what tion Arsène Wenger, who tage hero os/exclusive-
you [he] have done for me, this the used to be his manag- George african-hero-
where I couldpay. So I would break er when first leaving Weah george-weah-
my knee, my face, my head for him, Liberia and arriving in 2754141
just to win the game! He took care of Monaco.
me like a son. And I couldn't believe
it. Because when racism were at a
peak, Arsène taught me that a black
man and a white man can live to-
gether.
{397} xiii: We are as likely to take our au- Sport as an integre eBook Birkin- Leadership Capstone English 2004 Text
leadership lessons from Michael thors' arena for leadership - shaw the Sven-
Jordan as George Bush, from Roy com- as compared to poli- Julian, Göran
Keane as Bertie Aherne, from David ment tics Crainer Eriksson
Beckham as Tony Blair. (...) Little Stuart Way- How
wonder that politicians fall over to turn
themselves to associate with sporting your team
leaders. They want to be touched into win-
with the same aura of popular appeal ners
and success.
=> Maradona/Chavez, France

1998/Chirac, Germany 2010/Merkel,
Jordan/Obama, Pelé-Maradona-
Ronaldo/Putin
E-150
Speaker Lan-
[Subject] guage
{398} p. xiv: Our argument is that Eriksson’s [Eriks- au- Sport as an integre eBook Birkin- Leadership Capstone English 2004 Text
approach to leadership is important son] thors' arena for leadership - shaw the Sven-
because it brilliantly exemplifies a com- as compared to poli- Julian, Göran
new approach to leadership which ment tics Crainer Eriksson
defies conventional and historical Stuart Way- How
stereotypes of how leaders think and to turn
behave. Eriksson is a not a tub- your team
thumping bellower of orders. He is no into win-
dictator. Instead, he is a modern ners
leadership archetype, a leader wecan
all learn from.
Eriksson is not alone – simply better
known. His approach is typical of a
distinctively Scandinavian approach
to management and leadership. In
Leadership the Sven-Göran Eriksson
Way we explore the broader practice
of this mature form of leadership in
companies as diverse as Nokia, Erics-
son, IKEA, and Absolut and in leaders
such as Jan Carlzon of SAS and Jorma
Ollila of Nokia.
{399} p. 16: He [Eriksson] is the typical Trompen direct Quoted interview by eBook Birkin- Leadership Capstone English 2004 Text
Swedish leader (...) We have looked aars quota- the authors shaw the Sven-
at the enormously decentralised [Eriks- tion Julian, Göran
multinational fi rms. They are em- son] Crainer Eriksson
powerers. Swedish leadership is Stuart Way- How
about consensus. It is about harmony. to turn
They hate confl ict. It would be inter- your team
esting to fi nd out why the Swedish into win-
style seems to gel with English foot- ners
ball which is full of aggression and a
sense of fair play. English football is
very opportunistic, big jumps to the
goal and hit it.
{400} p. 32: Three key attributes emerge [Eriks- au- Outcome of subject eBook Birkin- Leadership Capstone English 2004 Text
from an analysis of Eriksson’s leader- son] thors' analysis by the au- shaw the Sven-
ship style – situation sensing (being com- thors Julian, Göran
aware of the situation and adapting ment Crainer Eriksson
accordingly), authenticity (being true Stuart Way- How
to himself) and identifying with the to turn
team (seeing the world through their your team
E-151
Speaker Lan-
[Subject] guage
eyes). into win-
ners
{401} p. 32: The players report that he [Eriks- au- on his involvement in eBook Birkin- Leadership Capstone English 2004 Text
seems to be fl oating around the son] thors' the "daily" business of shaw the Sven-
edges. Tord Grip, Brian Kidd, Sammy com- training/coaching. Julian, Göran
Lee and others do most of the day-to- ment Crainer Eriksson
day coaching work. Eriksson spends Stuart Way- How
most of his time observing – creating to turn
the ambience, and looking for the your team
right opportunity to intervene. Eriks- into win-
son also refrains from speaking too ners
much – a sure sign of a relation-
shiporiented leader rather than a
task-oriented leader.
{402} p. 32-33: I prefer not to give a pep Eriksson re- On his way to handle eBook Birkin- Leadership Capstone English 2004 Text
talk to the team. It is very individual ferred the dressing room shaw the Sven-
how players behave. Some don’t quote prior to a game Julian, Göran
want to talk to anyone. They want to Crainer Eriksson
make sure their shoes are tied, they Reference: Interview Stuart Way- How
want to sit by themselves. And if you by George Yip, 28 to turn
play September 2001. your team
football, you can’t expect 20 players into win-
to have the same manner in the ners
dressing room. So I prefer a very
quiet dressing room. But then I go
round and talk with all of them, thirty
seconds, one minute, two minutes
with each – remember, let the ball go
wider, and so on.
{403} p. 33: In Sven-Göran Eriksson’s case, a [Eriks- au- On the choice to eBook Birkin- Leadership Capstone English 2004 Text
clear weakness is language. His son] thors' remain authentic shaw the Sven-
English is, of course, excellent but it is com- Julian, Göran
not perfect – and certainly he speaks ment Crainer Eriksson
it less well than he does Swedish and Stuart Way- How
Italian. Given the media interest in his to turn
role, Eriksson might have tried to your team
limit the number of press conferences into win-
he gave, he might have hid behind an ners
interpreter, or he might have secretly
invested all his spare time in sharpen-
E-152
Speaker Lan-
[Subject] guage
ing up his English. But he chose to do
none of these things. Instead he gives
plenty of press conferences, and as a
result his utterances often end up
coming across as simplistic or stilted.
‘This is who I am’ he is saying, ‘just
like anyone else who moves to a
foreign country, I struggle with the
language’.
{404} p.33: The Chelsea coach Claudio [Ranieri] au- On the choice to eBook Birkin- Leadership Capstone English 2004 Text
Ranieri has taken a similar approach. thors' remain authentic shaw the Sven-
Initially he used an interpreter. Soon, com- Julian, Göran
however, he was giving press confer- ment Crainer Eriksson
ences in his limited English. This Stuart Way- How
played a major part in overturning to turn
initial suspicion of his appointment to your team
replace the popular Gianlucca Vialli into win-
and his often confusing tactics. When ners
he speaks, Ranieri is playful. He
delights in his use and mis-use of
language. But what is clear is that he
knows a great deal about the game
and is very passionate about succeed-
ing. He comes across as a fan.
{405} p. 54: At the heart of Sven-Göran [Eriks- au- Analysing leadership eBook Birkin- Leadership Capstone English 2004 Text
Eriksson’s management style is the son] thors' style/practices shaw the Sven-
one-on-one relationships he builds com- Julian, Göran
with the members of the England ment Crainer Eriksson
squad. Stuart Way- How
to turn
your team
into win-
ners
{406} p. 54: Eriksson’s one-on-one man- [Eriks- au- Analysing leadership eBook Birkin- Leadership Capstone English 2004 Text
agement style can be boiled down to son] thors' style/practices shaw the Sven-
two elements – empowering and com- Julian, Göran
coaching. Empowering is about ment Crainer Eriksson
delegating responsibility to the peo- Stuart Way- How
ple who work for you, sharing deci- to turn
sion making with them, and appreci- your team
ating their initiative. Coaching is into win-
E-153
Speaker Lan-
[Subject] guage
about making everyone feel part of ners
the team, encouraging players to
cooperate, keeping them informed
and taking an interest in their individ-
ual performance.
{407} p. 56: He[Eriksson]’s not much of a Hysén re- Commenting as a eBook Birkin- Leadership Capstone English 2004 Text
tactician. He doesn’t spend a long Glenn ferred player under Eriksson shaw the Sven-
time discussing what to do. He trusts [Eriks- quote as a manager at two Julian, Göran
the players. son] different clubs Crainer Eriksson
(Gothenburg and Stuart Way- How
Fiorentina) to turn
your team
Reference: into win-
https://www.theguard ners
ian.com/observer/200
1review/story/0,,6237
68,00.html
{408} p. 70: If I have a player like David Eriksson re- On exploiting new eBook Birkin- Leadership Capstone English 2004 Text
Seaman – I don’t know how many ferred sources of idea shaw the Sven-
games he has played for Arsenal and quote Julian, Göran
England – of course they have an Reference: Interview Crainer Eriksson
opinion, and if you don’t listen you by George Yip, 28 Stuart Way- How
are stupid. And I have always disliked September 2001. to turn
people who know everything about your team
everything, they’re boring after fi ve into win-
minutes. So you listen, and then of ners
course you have to decide. The
formation, I decide what to do. But
taking information from others is
important.
{409} p. 72: Eriksson has never played at a [Eriks- au- On the form of in- eBook Birkin- Leadership Capstone English 2004 Text
high level. He has no pretensions to son] thors' volvement he enter- shaw the Sven-
being part of the team com- tains with the team Julian, Göran
in the playing sense. Again unlike ment Crainer Eriksson
previous managers, he does not Stuart Way- How
micro-manage, nor does he get too to turn
friendly with the players. He is there, your team
but distant. into win-
ners
E-154
Speaker Lan-
[Subject] guage
{410} p. 72-73: when I got the offer, I did Eriksson direct On one of his main eBook Birkin- Leadership Capstone English 2004 Text
not really know how good or bad the quota- activities following shaw the Sven-
team was tion hiring in a for- Julian, Göran
eign/unknown country Crainer Eriksson
(England, 2001) Stuart Way- How
to turn
your team
into win-
ners
{411} p.72-73: While the press immediately [Eriks- au- On one of his main eBook Birkin- Leadership Capstone English 2004 Text
picked up on his lack of knowledge of son] thors' activities after taking shaw the Sven-
England players as a liability, he com- the England job Julian, Göran
turned it into an asset. He and Tord ment Crainer Eriksson
Grip toured the country, they Stuart Way- How
watched countless games, and they to turn
judged for themselves who should be your team
in the team. into win-
ners
{412} p. 87: I don’t think I am famous for Eriksson re- on his motivational eBook Birkin- Leadership Capstone English 2004 Text
being upset, very seldom, but it ferred approach shaw the Sven-
happens of course. In football, as in quote Julian, Göran
my private life. I am rather calm. I Reference: Interview Crainer Eriksson
have always been like this, all the by George Yip, 28 Stuart Way- How
teams I have coached. September 2001. to turn
your team
into win-
ners
{413} p. 87: He [Eriksson] has instilled self- Gerrad re- on how he perceives eBook Birkin- Leadership Capstone English 2004 Text
belief. He does all his talking before- Steven ferred Eriksson shaw the Sven-
hand. I think he feels that’s enough. [Eriks- quote Julian, Göran
He’s not one to leap off the bench son] Reference: soccer.net Crainer Eriksson
shouting orders. Stuart Way- How
to turn
your team
into win-
ners
E-155
Speaker Lan-
[Subject] guage
{414} p. 43: The only problem for me was Eriksson direct Recounting first weeks eBook Eriks- Sven: My Headline English 2013 Text
the language. The whole team was quota- and months following son Story
Portuguese-speaking, and my Portu- tion appointment in a Sven-
guese was practically non-existent. I foreign/unknown Göran,
had taken four or five lessons and I country (Portugal, Lovg-
had an interpreter, a Swedish guy 1982) ren
whose dad worked as an executive in Stefan
Portugal. The guy’s Portuguese was
perfect, but he was not a football
person. The translations were always
a little off. I preferred to speak Eng-
lish with Toni, who had picked up on
my ideas. He knew what I was talking
about. We both spoke football.
{415} p. 52: After two years in Portugal, I Eriksson direct Recounting first weeks eBook Eriks- Sven: My Headline English 2013 Text
had learned to speak decent Portu- quota- and months following son Story
guese. Now I had to start all over with tion appointment in a Sven-
a new language [Italian]. I took les- foreign/unknown Göran,
sons at home. But with the team, I country (Italy, 1984) Lovg-
needed an interpreter, Vincenzo ren
Morabito. Stefan
He had worked at Volvo in Sweden
and knew Swedish well, but he had
the same problem as my interpreter
at Benfica – he knew nothing about
football.
{416} p. 128: I don’t think I have ever seen Eriksson direct Recounting his child- eBook Eriks- Sven: My Headline English 2013 Text
my father truly angry. From my quota- hood and the lasting son Story
mother I got a slap or two as a kid, tion influence of his father Sven-
but my dad never raised his hand on him Göran,
against me. He never yelled at me or Lovg-
Lasse. I have tried to treat people, ren
whether football children or my Stefan
children, the same way – with re-
spect. That is why no one has ever
seen me
stand and scream on the pitch in
training. I don’t think I have ever even
used a whistle.
E-156
Speaker Lan-
[Subject] guage
{417} p. 206: I signed the contract on 3 June Eriksson direct Recounting first weeks eBook Eriks- Sven: My Headline English 2013 Text
2008 and I flew to Mexico City the quota- and months following son Story
same day. I was going to be intro- tion appointment in a Sven-
duced at a press conference the foreign/unknown Göran,
following day. It was held at the country (Mexico, Lovg-
Mexican FA’s headquarters and 2008) ren
almost as many journalists were Stefan
there as there had been when I was
introduced as England manager.
Obviously, I wanted to make a good
first impression. That meant I had to
speak Spanish. I didn’t know Spanish,
but I had bought a Spanish grammar
book, and Portuguese was pretty
close to Spanish, so I figured I would
be able to pull it off. And I did, sort of.
I had trouble understanding some of
the questions, but I think I snapped
up
most of them. I was mixing Spanish
and Portuguese, and I probably threw
in some Italian, too. The people at the
FA helped me translate when things
got too far off track. The press liked
it. My appointment had not been
received with unanimous enthusiasm
by the Mexican press corps, but they
were nice to me at the press confer-
ence. No one asked me for the name
of the left back of some Mexican
team.
{418} p. 206: After that I went home to Eriksson direct Recounting first weeks eBook Eriks- Sven: My Headline English 2013 Text
Björkefors where I sat and watched quota- and months following son Story
DVDs of Mexican football, which tion appointment in a Sven-
Carlos [a member of his staff, a local] foreign/unknown Göran,
had given me. I was impressed with country (Mexico, Lovg-
the high technical standard. The 2008), and what he ren
organisation did not seem as good as and his collaborators Stefan
that in European football, but I was did.
looking forward to working on that.
Both Tord and Hasse [member of his
staff] were coming with me. Tord
E-157
Speaker Lan-
[Subject] guage
[another member of his staff] was
going to work as a scout and watch
Mexican players in Europe. Hasse was
going to work with me in Mexico. I
also wanted a Mexican assistant and
found Paco Ramírez, who had worked
as an assistant manager with the
national team before. I quickly came
to develop the same good chemistry
with him as I had with Toni at Benfica.
{419} p. 206: Hasse [a member of his staff] Eriksson direct Recounting first weeks eBook Eriks- Sven: My Headline English 2013 Text
and I travelled together to Mexico quota- and months following son Story
City for our official unveiling. At the tion appointment in a Sven-
airport, the reporters and photogra- foreign/unknown Göran,
phers went crazy when they spotted country (Mexico, Lovg-
us. Hasse was shocked. We had to be 2008), and what he ren
shepherded out through a back door. and his collaborators Stefan
After the presentation, we travelled did.
on to the United States, where Mexi-
can club teams went on pre-season
tours. Tord joined us there. We saw
as many games and players as we
could. I went to Washington, while
Hasse went to California. I think Tord
went to Chicago.
{420} p. 207: In Mexico City, Hasse [a Eriksson direct Recounting first weeks eBook Eriks- Sven: My Headline English 2013 Text
member of his staff] and I were quota- and months following son Story
invited to visit Bora Milutinović [a tion appointment in a Sven-
Serbian football manager], who had foreign/unknown Göran,
coached Mexico at several times. He country (Mexico, Lovg-
lived in the capital with his wife. Bora 2008), and what he ren
gave me a book about the character and his collaborators Stefan
of the Mexican person, which was did.
pretty helpful. The Mexicans were an
enormously proud and patriotic
people. That, I had understood. They
were also very polite, which was
something that stood in stark con-
trast with the negative image of
Mexico that is generally broadcast
around the world.
E-158
Speaker Lan-
[Subject] guage
{421} p. 233: Only two months remained Eriksson direct Recounting first weeks eBook Eriks- Sven: My Headline English 2013 Text
until the start of the tournament. quota- and months following son Story
Was I really going to be able to put tion appointment in a Sven-
together a team in such a short time- foreign/unknown Göran,
span? First, I needed to have a look at country (Ivory Coast, Lovg-
as many players as possible. For that, 2010) ren
I needed help. Naturally, I brought Stefan
Tord with me to my new job, but I
also needed an assistant manager
who could speak French, the lan-
guage of the Ivory Coast. I believe it
was Tord [member of his staff] who
suggested Benny Lennartsson. Benny
had a long managerial career in
Sweden behind him, but now he lived
in Paris and spoke fluent French. He
would scout France, while Tord took
care of Germany and Switzerland. I
would handle England.
{422} p. 233: I was also looking for advice Eriksson direct Recounting first weeks eBook Eriks- Sven: My Headline English 2013 Text
about players and showed him a list quota- and months following son Story
of thirty, which the FA had helped me tion appointment in a Sven-
put together. It was not Drogba’s job foreign/unknown Göran,
to select our World Cup squad but country (Ivory Coast, Lovg-
why not seek his advice? He knew 2010) ren
about all the players who were in Stefan
contention for a spot in the squad.
{423} p. 233: During the month that fol- Eriksson direct Recounting first weeks eBook Eriks- Sven: My Headline English 2013 Text
lowed, I flew around like a madman, quota- and months following son Story
watching games, watching players. tion appointment in a Sven-
Tord and Benny did the same. I went foreign/unknown Göran,
to Spain to look at someone there, country (Ivory Coast, Lovg-
and I asked Toni to scout a player in 2010) ren
Portugal. It reminded me of the time Stefan
when we were looking for players for
Manchester City. It was hectic, but I
loved it.
E-159
Speaker Lan-
[Subject] guage
{424} @11m18s: Allora, noi ci prepariamo Pioli direct on the attitude he and Press NN Pioli: EsteNews Czech/I 2020 https://www. Video
tantissimo per cercar' di far bene ... quota- his squad adopt con- "Siamo talian [2020-12- youtube.com
per cercar di vincere le partite. E tion following a series of fer- giovani e 09] /watch?v=jeD
credo che sia assolutamente giusto win and if euphory ence vogliamo GsWEo2T4
gioire ogni ... ogni singola partita. E may jeopardise the crescere.
siamo abituati a ... a questi at- winning string Ibra sta
tegiamenti sul pullman dopo una recuperan-
vittoria. Ehm ... credo che ci possa do. Leao
che far bene, ma la mattina dopo domani ci
abbiamo già preparato questa partita, sarà"
la prossima partita - perché è quella
più importante. Perché è quella che ci
deve vedere ancora in campo con ...
con un' ottima prestazione, una
prestazione da Milan. E quindi, non
c'è euforia, ma c'è molta soddisfa-
zione per la vittoria della singola
partita. E poi c'è molta preparazione
per la prossima partita.
{425} @11m40s: Mi ha aiutato il fatto che, Ancelotti direct On returning to work Con- NN Luiss Sport Associa- Italian 2019 https://www. Video
dopo nove anni all'estero, ritornare in quota- in his native Italy, and fer- Talk 4.0: zione [2020-04- face-
Italia è per certi verse è stato molto tion comparing with previ- ence Carlo Sportiva 28] book.com/sp
piacevole ,ed è molto piacevole, ous assignments Ancelotti Luiss ort-
perché all'estero ci sono problem- abroad luiss/videos/2
atiche di varie natura. Per un alle- 37420901613
natore la problematica più grande è 3953/
di vivere all'estero è il linguaggio.
Cioè parlare, diciamo, a un gruppo di
persone -calciatori in questo caso-
con una lingua che non è tua. Si può
parlare da un punto di vista tecnico
ma non riesce ... non si riesce a
trasmettere le emozioni. Allora tante
volte, diciamo, la trasmissione
dell'emozione verso un gruppo di
persone è molto più importante che
una trasmissione tecnica, lineare e
pulita. E l'emozione si può trasmet-
tere solo con la lingua. Quindi, se da
un certo punto di vista ritornare in
Italia mi ha avvantaggiato da un
punto di vista del linguaggio ... dicia-
E-160
Speaker Lan-
[Subject] guage
mo di avere un dialogo molto più
diretto con le persone con le quali
lavoro, dall'altra parte vedi delle cose
che all'estero oramai sono passate, al
livello ambientale all'estero è avanti
... molto più avanti rispetto a noi.
{426} @26m08s: Mah ... è difficile dirlo! Ancelotti direct comparing the leagues Con- NN Luiss Sport Associa- Italian 2019 https://www. Video
Ogni campionato ha le sue caratteris- quota- and style of football in fer- Talk 4.0: zione [2020-04- face-
tiche. C'è la tendenza... in Spagna al tion the different countries ence Carlo Sportiva 28] book.com/sp
pari al gioco con la palla, al possesso. in which he worked, Ancelotti Luiss ort-
In Italia, c'è la prevalenza, diciamo, a and how the game has luiss/videos/2
un gioco ... ad un tatticismo. L'Inghil- changed and how it 37420901613
terra ha molto ritmo, come la Ger- may look like in the 3953/
mania, come la Francia. Ogni campi- future
onato ha le sue caratteristiche. Anche
se già, diciamo, il calcio si sta un po
globalizzando. Difficile dire oggi "il
calcio all'italiana", "il calcio
all'inglese", "il calcio tedesco", ... Ora
c'è una globalizzazione. C'è, diciamo,
la tendenza ehm ... a costruire,
diciamo ... non c'è più ...non è più
tanto riconoscibile il calcio propri-
amente difensivo. Anche le squadre
che, per dire ... cosiddette "piccole"
danno sempre l'idea di cercare di
creare qualcosa, di fare qualcosa.
Diciamo, che sta diventando un calcio
meno specialistico, e un pò più ... un
pò più globale. È come i ruoli: Una
volta i ruoli erano molto ben definiti:
il portiere doveva parare, il difensore
doveva marcare, il centrocampista
marcare anche ... costruire, l'attac-
cante doveva far gol. Ora, l'attaccante
E-161
Speaker Lan-
[Subject] guage
deve difendere, anche; il portiere: se
para ... ma è importante che gioca
bene coi piedi, poi se para ancora
meglio; il difensore: se non se non
passa la metà campo, non è un difen-
sore. Insomma c'è stato tutto un po
globalizzando. E no non penso ... non
penso che è un bene. Credo che il
futuro del calcio sarà, diciamo, ritor-
nare un po indietro.
{427} @52m47s: È cambiato parecchio Ancelotti direct On the changes to Con- NN Luiss Sport Associa- Italian 2019 https://www. Video
perché ... come detto, lavorare in una quota- managing a team, and fer- Talk 4.0: zione [2020-04- face-
squadra ... quando ho iniziato io alla tion his approach to lead- ence Carlo Sportiva 28] book.com/sp
Reggiana nel 95, avevo 16 giocatori ership Ancelotti Luiss ort-
un medico, due fisioterapisti, diciamo luiss/videos/2
che eravamo 22-25 persone. Adesso 37420901613
un gruppo squadra sono 50 persone: 3953/
cioè 25 giocatori, cioè sette persone
dello staff, cioè i tre dottori, cioè i
cinque fisioterapisti ... E credo che
per ... diciamo, una persona al quale
viene domandata ... una parola
brutta: di "comandare" ... di guidare
... di guidare -comandare non mi
piace- guidare questo gruppo, è
chiaro che le problematiche aumen-
tano. Allora, io non è che ho studiato
... non ho fatto un MBA di leadership
e allora (laughs) vado avanti per
quelle che sono le mie conoscenze. E
le mie conoscenze sono che, alla base
c'è il rapporto con le persone. Non c'è
rapporto con il calciatore, col medico,
col fisioterapista: c'è il rapporto con
E-162
Speaker Lan-
[Subject] guage
la persona che fa il calciatore, con
una persona che fa il medico, con ...
io, che non sono un allenatore: io
faccio l'allenatore! E, diciamo che ... e
mi piace avere un rapporto di pari
livello. Nel senso che mi piace co-
municare, mi piace anche ascoltare.
Tantissimi ... tantissimi giocatori mi
hanno dato delle idee straordinarie
su come giocare, no. Quindi nel
momento in cui tu ti metti sul par(i
livello) ... attenzione, pari livello non
significa che voglio stare sopra, ma
neanche che voglio stare un centi-
metro sotto: voglio stare allo stesso
livello che sia Cristiano Ronaldo, che
sia l'ultimo dei magazzinieri. E credo
che è fondamentale in un gruppo di
lavoro che tutti siano coinvolti. E per
coinvolgere il più possibile le persone
devi avere la capacità e la forza di
delegare, secondo me.
{428} @55m38s: La maniera di allenare non Ancelotti direct How he adapted his Con- NN Luiss Sport Associa- Italian 2019 https://www. Video
cambia. Io credo che un allenatore ... quota- management and fer- Talk 4.0: zione [2020-04- face-
allenatore, sia che alleni il Real Ma- tion leadership to the ence Carlo Sportiva 28] book.com/sp
drid, sia che alleni una squadra in different teams over Ancelotti Luiss ort-
terza divisione: La maniera di allenare time, and across the luiss/videos/2
è sempre, com' ho detto, il lavoro è countries 37420901613
sempre quello: che devi relazionare 3953/
con delle persone, devi preparare,
devi avere una tua metodologia di
lavoro, devi cercare di motivare tutti
quelli che lavorano con te. Non
cambia. Quello che cambia è il con-
torno. E quindi, il contorno è riferito,
diciamo, agli obiettivi del club, eh ...
alla pressione che c'è sopra questo
club. Diciamo, a livello di pressione, il
Real Madrid il numero uno con dis-
tacco.
E-163
Speaker Lan-
[Subject] guage
{429} @00m51s: When I was a very young Wenger direct Recounting his youth Inter- NN Arsene Mehdi English 2011 https://www. Video
boy, I always wanted to go out of my quota- and how he had learnt view/C Wenger on Muntazir [2019-12- youtube.com
village. I lived in a very small village tion English onfer- Languages 27] /watch?v=aS
and I quickly noticed that when I ence WnNRrtfw0
went there, some ... to Germany, for
example, people spoke a language
that I didn't understand. And I tried to
think, "OK, I have to learn German.
"And I worked very hard at school in
my German. And I became quite
good.
After when I was a bit older, I was
very passionate about football. I
thought I have ... I don't imagine that
I will spend my life in my village ...
and how could I get out there, and
know more about football? 'cause
England invented football, and I
thought I had to learn English. And so
I decided to learn English. But I never
imagined that one day I would coach
in England, of course. But shows you
how much, when you catch opportu-
nities, when you are very young boy,
it can after decide you love. When I
learnt English, I never imagined that I
would one day manage Arsenal
Football Club. But just to try to learn,
it changed, of course, completely my
life.
{430} @04m11s: We provide teachers for Wenger direct What his club [Arsenal Inter- NN Arsene Mehdi English 2011 https://www. Video
the players who come in, of course, quota- FC] does to support view/C Wenger on Muntazir [2019-12- youtube.com
that ... who don't speak English at all. tion incoming players onfer- Languages 27] /watch?v=aS
And some players ... for some, it's ence WnNRrtfw0
easier to learn than for some others.
Some learn very quickly, 5-6 months.
Some, after 2-3 years, they still don't
speak. But most of them try really
hard to learn. As you said, you have
the press conferences, you have
questions for the newspapers. And
you have to ... it's a bit tricky and it's
E-164
Speaker Lan-
[Subject] guage
very important that you know what
you talk about. And most of them
learn and try very well.
E-165
Speaker Lan-
[Subject] guage
{431} @05m01s: First, I had some English Wenger direct recounting how he Inter- NN Arsene Mehdi English 2011 https://www. Video
papers when I was coach in France: quota- learnt English view/C Wenger on Muntazir [2019-12- youtube.com
Glenn Hoddle, Mark Hateley, who tion onfer- Languages 27] /watch?v=aS
helped me to improve a little bit my ence WnNRrtfw0
English. After when I went to Japan -
and at the start, of course, I couldn't
coach in Japanese at all - and I decid-
ed to coach in English. They gave me
an English translator. And we started
to lea ... to lose the first 5-6 games.
And one day the chair .... - that shows
you what lang... language means!:
One day, the Chairman said "please,
can you come and meet me", I
thought "OK, no problem." And I
expected the sack, 'cause to lose 5-6
games in the club is usually ... means
bye bye. And I went in there and the
Chairman told me "I've taken a very
big decision." I said "yes, I under-
stand." And he said "I will sack the
translator." I said "thank you very
much, but it's not his faults I lose the
games." And finally, I could save the
translator and we won a few games
after, and we both stayed at the club.
It just shows you, at the start, when
you were in the foreign country of
course, you have to learn the culture
... the local culture. But as well,
communication, in our job because
you transmit what you know, your
knowledge becomes very very im-
portant. And then I started, of course,
to have a Japanese teacher. And it's
not only that you speak well the
language. But I ... I felt when you get
deeply into a language, you know
more about the culture, and you
understand better people. With the
language, the way the sentences are
built has a very big influence on the
E-166
Speaker Lan-
[Subject] guage
way people behave. And you pene-
trate much more the the way people
think, the way people behave. And I
felt every time when I was in a for-
eign country and I started to learn the
language: I didn't speak perfectly the
language, but I had always the feeling
that I understood them more. For
example, in Japan ... in Japanese, you
say, for example, if "I drink water", in
Japanese you say "I water drink. The
verb is or is at the end. So people
never switch off. They always listen to
you until the end of the sentence. For
example, you tell me now ... you say
something to me, and if "I said I don't
agree with you because ...", you
already switch off because you think I
don't agree with you: you prepare
something else to come back to me.
But in Japanese, they say
"nanananana ... don't agree." -"Oh!"
But ... you have to listen until the end
of thea sentence to really understand
what they want. And ... it's a com-
pletely different way of behaviour, of
thinking. And when you come from
Europe, sometimes it's very different.
But the language explains a lot, the
behaviour of people.
E-167
Speaker Lan-
[Subject] guage
{432} @08m44s: What is great in sport is Wenger direct The place of sport in Inter- NN Arsene Mehdi English 2011 https://www. Video
that as a word, people cannot speak quota- human interaction, view/C Wenger on Muntazir [2019-12- youtube.com
together, can play together because tion and inherent issues onfer- Languages 27] /watch?v=aS
you use basically your body and the within a group ence WnNRrtfw0
way you understand the game to
communicate. And you have a ... can
share exactly the same vision of the
game. A Russian and an American and
a Japanese can play together, have a
fantastic time together without
talking together. And that's where
football sometimes is obstacle ... is an
obstacle to improve the communica-
tion because the players feel they can
anyway play together, they don't
need to communicate. And we have
to push them really to learn very well
English. Because they feel sometimes
have to play together is enough. And
we have to work on the communica-
tion inside the team when you have
many people from different coun-
tries, because ... high communication
in a group means high dynamic. The
first thing that dies, when the team's
dynamic goes down, is the communi-
cation. Create little clans right ... left
... everywhere you know, and the
communication goes. That means the
team dynamic goes as well.
E-168
Speaker Lan-
[Subject] guage
{433} @10m07s: When you travel, and I Wenger direct Recounting his own Inter- NN Arsene Mehdi English 2011 https://www. Video
love to travel, and I feel ... I am one of quota- experience outside his view/C Wenger on Muntazir [2019-12- youtube.com
the first generation was not at war, tion native region onfer- Languages 27] /watch?v=aS
and I feel that's ... we have all been ence WnNRrtfw0
lucky now we know ... we don't know
anymore. But to what I feel in Europe,
it's very important that children
travel, go to different countries and
then ... and learn basically, there are
nice people everywhere. And that
you get over hate. And ... I've been
educated the post-war and near the
German border. And it's ... it was all
about hate with German people, you
know. And very quickly, I understood
when I crossed the border that the
people are exactly the same: They try
to live well. And ... language can help
to get over that because, all over the
world, you travel (to) one club: "what
is your biggest rival?" ... the club just
... that lives next, lives next to you. In
Japan, in England, in Germany, the
biggest derbies are people who live
next to each other. And with the
countries it's exactly the same!
{434} @00m10s: The value ... first, it opens Wenger direct Asked about the value Inter- NN Wenger on singharse- English 2011 https://www. Video
a lot of possibilities for you individual- quota- of learning languages view Languages nal [2020-07- youtube.com
ly because I'm here now managing an tion 2008 13] /watch?v=EzZ
English club, if I had not learnt Eng- ENzIJSpc
lish, but that would not be possible.
So, first of all, it opens immense
potentialities for you. Secondly, it
helps the world ... the world to de-
velop in mutual respect, in under-
standing of each other, in under-
standing that not only in your coun-
try, you had the right way to do
things. And to open the mind of
people is, for me, certainly the most
promising aspect of it as well, be-
cause ... just an example at the Euro-
E-169
Speaker Lan-
[Subject] guage
pean Championship in 2008 Switzer-
land-Austria, was a lot of respect
because all the people these people
play in the same clubs, they know
each other, they respect each other,
they learn to know each other.
And language favourises is that: to
understand people from a different
background. And that is fantastic for
peace in the world.
{435} @01m26s: Well, we have a social Wenger direct On the social influence Inter- NN Wenger on singharse- English 2011 https://www. Video
responsibility and ... to develop quota- and responsibility of a view Languages nal [2020-07- youtube.com
understanding ... and, you know, you tion football club may have 2008 13] /watch?v=EzZ
never ... if you learn a language, for ENzIJSpc
example, from another country, you
never hate this country. And ... and
that tells you a lot about stupid wars
or stupid fightings. Because you have
to get in the way of thinking of the
country, and the way of understand-
ing other people. And I feel if we just
fulfill that responsibility, that social
responsibility, we have done very
well.
{436} @09m34s: It's not just football, but Klopp direct Asked about how his Group Saadon Klopp vs beIN English 2020 https://www. Video
it's ... I'm ... now Never spoke about quota- job and inter- Al Wenger - SPORTS [2020-03- youtube.com
it. I don't know exactly how Arsène's tion tasks/responsibilities view Kuwari The inter- Asia 27] /watch?v=rW
Wenger ... how Arsène's day was ( compare to that of Mo- view D-ZgHIh1U
laughs) started pretty early ... ended Arsène Wenger's at hamm
pretty late ... is this kind of guy who Arsenal FC, where the ed
was involved probably in everything. I latter stayed 23 years
am in ... I am educated in Germany and the was the
where the job is ... is different. Obvi- manager of more than
ously, I had this job, I would say at the team, by being
Mainz, came then to ... to Dortmund, involved in all club
and there were a sport director, policies such as build-
proper involved CEO with Aki Watzke, ing a new stadium
stuff like this. So those was 3 people,
who decided pretty much everything.
E-170
Speaker Lan-
[Subject] guage
And then coming to Liverpool: Mike
Gordon, Michael Edwards, (unintelli-
gible) like 3 people in the football
busines. But I'm often ... and I work
long, and I like it. But my main focus
is, of course, the football around the
things, I'm involved in everything, but
not don't make always the final
decision. So but it's just it's it's a
different job in England to Germany.
That's true. But I have been I'm for
sure I'm influenced from the German
way. I just I was there for 15-16 years.
That's normal.
{437} @10m38s: Well, I believe that the job Wenger direct Comparing the nature Group Saadon Klopp vs beIN English 2020 https://www. Video
has changed as well in England. quota- of the current nature inter- Al Wenger - SPORTS [2020-03- youtube.com
Today, you have very few managers tion of the job to what he view Kuwari The inter- Asia 27] /watch?v=rW
who make the transfer negotiations. used to do (1996- Mo- view D-ZgHIh1U
Why? Because in his position now 2018) hamm
just you have a team around the ed
team. You have to manage two teams
basically now, with the number of
scientists ... the number of people
around the team has increased a lot.
And so, the media work has become
much bigger than when I arrived in
England. So in the end, I thought have
not enough time during the day to do
my job. And I had less time dedicated
to football when I would love to, you
know. And I felt all the other things
were too big to continue to have my
full focus on what is really important
on the pitch, because at the end of
the day, that is the most important
and which was like the most.
E-171
Speaker Lan-
[Subject] guage
{438} @13m52s: Yes, this club, this won- Klop direct Group Saadon Klopp vs beIN English 2020 https://www. Video
derful club, it's part of the history, but quota- inter- Al Wenger - SPORTS [2020-03- youtube.com
as ... as much as we have nothing to tion view Kuwari The inter- Asia 27] /watch?v=rW
do with the 40 years before - we have Mo- view D-ZgHIh1U
... they were dominant like crazy, that hamm
was not our time as well. So we used ed
the good things that the power of this
club, which is incredible: it's wherever
we go, our supporters are already
there. And when we are at home, we
have this really special ... European
nights are special, but I cannot ex-
plain it why? But it's unbeliev able.
And using all these things, using the
financial power we have ... we are not
... we have not the most money in the
league, but we have enough to ... to
make smart decisions. That's what we
try. So that's the situation. We don't
think about the pressure. We just
think ... see this club and the con ...
the constellation we are in as an
opportunity.
{439} @22m11s: Of course! Look, a lot ... Klopp direct If there are situations Group Saadon Klopp vs beIN English 2020 https://www. Video
there are some rules we have. If you quota- or issues happening inter- Al Wenger - SPORTS [2020-03- youtube.com
... You have to be ... uh ... you have to tion within the club that view Kuwari The inter- Asia 27] /watch?v=rW
show respect to the team. In a mo- are kept away from Mo- view D-ZgHIh1U
ment when you show me you think the media hamm
you are more important than the ed
team, we have anyway a problem.
Can I solve short it in a short time?
I'm not sure, but we can sho ... solve
it in the long term. So then you're not
part of the team anymore, because
that makes no sense. I want you self-
confident. I want you self-aware that
you really feel it ... that's where
football really important that you
express yourself on a pitch. And
sometimes you have to be selfish. No
problem! Especially strikers. Go for it!
Try to score! That's completely fine.
E-172
Speaker Lan-
[Subject] guage
But in a moment, when you misun-
derstand a situation, that you are
more important than the team, you
have to ... That's ... You still can help
the team now, but in the long term,
the team will have more problems
because of that. So these are kind of
things everybody knows who ... in our
team. Everybody knows when ...
when it works together with me. We
have a lot of talks before we work
together on all that stuff. So that's all
clear. You have to be self-confident.
But in the moment when you get too
much done, you have a problem.
{440} @24m05s: - Wenger: It's part ... it's Wenger/ direct How issues are sorted Group Saadon Klopp vs beIN English 2020 https://www. Video
basically part ... based on manage- Klopp quota- out internally inter- Al Wenger - SPORTS [2020-03- youtube.com
ment of people, and that is basically tion view Kuwari The inter- Asia 27] /watch?v=rW
based on communication and hones- Mo- view D-ZgHIh1U
ty. As he [Klopp] says, you cannot hamm
keep the 11 people who start happy. ed
The others are less happy, and some-
times not happy at all. But they have
to think that you're honest, you
know. That you make a decision by
thinking this is the deal and ...
- Saadon Al Kuwari: So you have to
communicate this ...
- Wenger: You have to gain that ...
that they feel. I'm ... I'm not agreing
with his decision, but I know that's
what he really thinks. So that ... so
that ... that is absolutely right.
- Klopp: They have to know what they
can expect from you. So that's im-
portant. If you tell something, you
have to do it. If you say to somebody
"you don't play today, but you play
next week" ... whatever, for whatever
reason, he has to play. Then it doesn't
matter. If he's not playing then ...
E-173
Speaker Lan-
[Subject] guage
then you have a problem. Because it's
not only with the player but all the
others. It's not ... in our job, your
have to lead a group and you have to
be strict, very strict in moments
because ... very young boys, young
adults not always that straight (mak-
ing gestures showing forwards)
hmmm ... you have to restrict but
(unintelligible) it's not allowed to lose
the dressing room. So, that's that's a
balance we have to fight. And it's like
a father with his kids: You cannot do
exactly what they want because you
have to tell them left or right. But at
the end, you always want to have a
good relationship with them. So for
the rest of your life, and that's how it
is with the football team as well. So
it's not that complicated, but it's not
always easy.
{441} p. ix: As a young boy growing up on a Ancelotti direct Introducing himself Printed Ance- Quiet Portfolio English 2016 Text
farm in the north of Italy, did I ever quota- and a book he co- book lotti leadership - Penguin
imagine myself becoming a leader in tion authored on leader- Carlo, Winning
a multimillion-pound global industry? ship Brady hearts,
Of course not. All I wanted to do was Chris, minds and
play football. Forde matches
Now, when I look back, I can see that Mike
we were poor but happy and my
family taught me the beginnings of
many of the lessons you will read
about over the course of this book.
Things like respect and loyalty, the
value of money and hard work, the
importance of family – these seeds
were planted early for me, and they
grew and flowered when I was privi-
leged to embark on a career first as a
professional football player and then
E-174
Speaker Lan-
[Subject] guage
as a manager.
{442} p. ix: By extension, these lessons can Ancelotti

be taken into other professions; there
are similarities
between leaders in all fields, be it in
football or business, and I am a big
believer in importing knowledge from
other areas, just as I have exported
my own expertise to Paris, London,
Madrid and now Munich. We should
never cease to learn.
{443} p. x: A ‘quiet’ approach to leadership Ancelotti direct How he views his style Printed Ance- Quiet Portfolio English 2016 Text
might sound soft or perhaps even quota- of leadership book lotti leadership - Penguin
weak to some, but that is not what it tion Carlo, Winning
means me, and it is definitely not Brady hearts,
what it means to anyone who has Chris, minds and
ever played with me or for me. The Forde matches
kind of quiet I am talking about is a Mike
strength. There is power and authori-
ty in being calm and measured, in
building trust and making decisions
coolly, in using influence and persua-
sion and in being professional in your
approach. When you watch Vito
Corleone in The Godfather, do you
see a weak, quiet man or do you see
a calm, powerful man in charge of his
situation?
My approach is born of the idea that
a leader should not need to rant or
rave or rule with an iron fist, but
rather that their power should be
implicit. It should be crystal clear who
is in charge, and their authority must
E-175
Speaker Lan-
[Subject] guage
result from respect and trust rather
than fear. I believe that I have earned
the respect I am shown, partly
through a successful career delivering
trophies for my clubs, but perhaps
more importantly because of the fact
that I respect those I work with.
These people trust
me to do the right thing, just as I trust
them with their roles in the organiza-
tion.
{444} p. xii: The thousands in the stadiums, Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
the millions watching at home – quota- book lotti leadership - Penguin
they’re not paying to see me, or Pep tion Carlo, Winning
Guardiola or Sir Alex Ferguson on the Brady hearts,
sidelines; they want to see the play- Chris, minds and
ers, the magic they can conjure up. Forde matches
Working with these athletes, taking Mike
care of them and helping them de-
velop and grow, building trust and
loyalty, sharing our successes and
bouncing back together from disap-
pointment, this is the heart of my job
for me. This is why I get up for work
every day with a smile on my face.
{445} p. 9: Today, I’ve seen enough to know Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
that you must never think that being quota- book lotti leadership - Penguin
a player is enough to be a manager. It tion Carlo, Winning
enables you to have a relationship Brady hearts,
with the players and to understand Chris, minds and
what they need, but the other as- Forde matches
pects of management have to be Mike
studied and learned.
E-176
Speaker Lan-
[Subject] guage
{446} p. 10: The problem is that when you direct Printed Ance- Quiet Portfolio English 2016 Text
become a manager after finishing a quota- book lotti leadership - Penguin
playing career so recently, you think tion Carlo, Winning
that you know everything. In reality Brady hearts,
you know nothing. Firstly, there is a Chris, minds and
difficult and important thing to get Forde matches
right – to have a good relationship Mike
with the players but also be the boss
at the same time. It is not impossible
to do and it is strange that many
people think the manager cannot
have a strong, positive relationship
with the players while still maintain-
ing his authority.
{447} p. 51: (...) he [Ancelotti]’s very hum- Cristiano direct Printed Ance- Quiet Portfolio English 2016 Text
ble, which is not so normal in the Ronaldo quota- book lotti leadership - Penguin
football business. He treats every- [Ance- tion Carlo, Winning
body as an equal. He never dismisses lotti] Brady hearts,
someone just because they are not at Chris, minds and
his level; he will always listen. Forde matches
Mike
{448} p. 53: His ability to regain calmness Cristiano direct Printed Ance- Quiet Portfolio English 2016 Text
very quickly is important. He knows Ronaldo quota- book lotti leadership - Penguin
how to talk to people and to deal [Ance- tion Carlo, Winning
with the bad moments. Even if you lotti] Brady hearts,
had lost a match the day before, he Chris, minds and
would say, ‘Come on, guys, every- Forde matches
thing’s going to be OK. We haven’t Mike
lost anything yet – we just lost a
game.’ He was like that with us and
with the staff too, which made the
environment here at Madrid spectac-
ular. For me, the atmosphere with
Carlo was one of his most brilliant
achievements.
{449} p. 57: Where Carlo and Ferguson Cristiano direct Printed Ance- Quiet Portfolio English 2016 Text
were very family oriented, José Ronaldo quota- book lotti leadership - Penguin
Mourinho was a little bit different, [Ance- tion Carlo, Winning
more distant. Carlo was closer to us lotti] Brady hearts,
and took more care of the players. Chris, minds and
What all three of these managers Forde matches
have in common, though, is their Mike
E-177
Speaker Lan-
[Subject] guage
huge knowledge of the game. The
three of them are very smart and
they are all winners, it’s as simple as
that. Even with all that knowledge,
the key for them is the relationships
they build.
{450} p.92: He was always well informed Ibra- direct Printed Ance- Quiet Portfolio English 2016 Text
about opponents, going through their himovic quota- book lotti leadership - Penguin
every weakness and Zlatan tion Carlo, Winning
every quality and then the way he [Mour- Brady hearts,
wanted the game to be. If he wanted inho] Chris, minds and
to kill the game, he’d kill the game; if Forde matches
he wanted the game to be open, it Mike
would be open.
{451} p. 93: When you have a person who is Ibra- direct describing the effect Printed Ance- Quiet Portfolio English 2016 Text
comfortable within these kind of himovic quota- of relationship build- book lotti leadership - Penguin
limits, you would do everything for Zlatan tion ing between coach Carlo, Winning
him. The confidence he gives you and [Ance- and athletes Brady hearts,
the confidence he gets in return – you lotti] Chris, minds and
would kill for him. In football, to take Forde matches
orders from the general you have to Mike
believe in him.
{452} p. 94: Carlo would say to the team, Ibra- direct what usually happens Printed Ance- Quiet Portfolio English 2016 Text
‘We conceded a goal – what hap- himovic quota- after a loss book lotti leadership - Penguin
pened there?’ The big players Zlatan tion Carlo, Winning
would say, ‘My fault.’ Then it’s done. [Ance- Brady hearts,
He does it this way because it gives lotti] Chris, minds and
the responsibility to the big players. Forde matches
He needs to trust them. Mike
{453} p. 95: He helped me to mature both Ibra- direct Printed Ance- Quiet Portfolio English 2016 Text
as a player and as a man. At the himovic quota- book lotti leadership - Penguin
beginning I was like a lion, on and off Zlatan tion Carlo, Winning
the pitch. I would throw things when [Ance- Brady hearts,
we were losing. Paris Saint-Germain lotti] Chris, minds and
was too relaxed for me, but Carlo Forde matches
used this. If the game had gone Mike
maybe ten minutes with nothing
happening, he would call to me on
the pitch, ‘Ibra – time to wake up the
team.’
E-178
Speaker Lan-
[Subject] guage
{454} p. 100: People ask how I dealt with Ancelotti direct about managing up Printed Ance- Quiet Portfolio English 2016 Text
Silvio Berlusconi at Milan, Roman quota- book lotti leadership - Penguin
Abramovich at Chelsea, Florentino tion Carlo, Winning
Pérez at Real Madrid or Nasser Al- Brady hearts,
Khelaifi at Paris Saint-Germain. I’ll tell Chris, minds and
you: For me, it’s not so important. I Forde matches
don’t spend a lot of time with the Mike
president. Mostly I spend time with
the general director and it is he who
spends time with the president.
Basically, we do the same jobs but at
different levels. He tries to protect
me from what my friend Alessandro
Nesta calls the ‘presidential noise’
and in turn I try to protect the players
from anything from above that might
distract them. I can’t control the
direction of the president; I can only
hope to influence him, and the best
way to do that is by winning. Of
course, I understand that if he is
happy, I am happy, and if
he’s not happy, then I do not have a
job and I cannot protect the players.
{455} p. 101: Ultimately, you could say my Ancelotti direct about managing up Printed Ance- Quiet Portfolio English 2016 Text
role at any club is to keep the presi- quota- book lotti leadership - Penguin
dent happy. How do I do that? I do tion Carlo, Winning
not go to the president, but I have to Brady hearts,
be ready to answer any questions Chris, minds and
that he asks me when he comes to Forde matches
me. Mike
{456} p. 102: So, the general director is the Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
conduit between the president and quota- book lotti leadership - Penguin
me, passing on my messages to the tion Carlo, Winning
president and vice versa. Naturally, it Brady hearts,
is very important for me to have a Chris, minds and
good Forde matches
relationship with the general director, Mike
as we spend a lot of time together
and he can influence how the presi-
dent sees me. Another useful func-
tion of the general director is to act
E-179
Speaker Lan-
[Subject] guage
as a buffer between the president
and me. When either of us might
become angry or annoyed, it is the
general director who can act as
peacemaker.
{457} p. 102-103: At Chelsea it was difficult Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
at first because the chief executive, quota- book lotti leadership - Penguin
Peter Kenyon, left shortly after I tion Carlo, Winning
arrived. In that first year it was the Brady hearts,
sporting director, Frank Arnesen, who Chris, minds and
played this role. (...) There was no Forde matches
conduit, no buffer, so the conversa- Mike
tions with him became unpredictable
and I wasn’t always prepared for
them.
{458} p. 103-104: It’s important that the Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
manager sometimes doesn’t speak quota- book lotti leadership - Penguin
about certain things and isn’t respon- tion Carlo, Winning
sible for every detail. With the play- Brady hearts,
ers, for example, it is not the best Chris, minds and
idea for the Forde matches
manager to always be the one to Mike
speak with them about disciplinary
matters.
{459} p. 105: Methods in football can look Ancelotti direct about managing up Printed Ance- Quiet Portfolio English 2016 Text
bad to those not embedded in the quota- book lotti leadership - Penguin
game itself – even to presidents and tion Carlo, Winning
general directors. When you lose a Brady hearts,
game and then you have a day off Chris, minds and
afterwards, many people ask, ‘What Forde matches
are you doing?’ Their reaction is to Mike
get the players in and push them
after a bad result, but this is wrong.
The reverse is true. When you lose, of
course you have to analyse what
went wrong and how to address it
next time, but you have to put that
game behind
you. You have to try to forget the
defeat as soon as possible so you’re
E-180
Speaker Lan-
[Subject] guage
in the right frame of mind for the
next game.
{460} p. 106: When I talk of players being Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
comfortable, I do not mean in their quota- book lotti leadership - Penguin
playing – I mean in their minds. They tion Carlo, Winning
must understand that I am always Brady hearts,
trying to make them and the team Chris, minds and
better. The Forde matches
comfort is in the trust built by the Mike
relationship. In the end, everyone has
to respect the rules and that enables
a friendly relationship to exist, even if
my decision is that the player has to
go on the bench.
{461} p. 108: My way, as in all things, is to Ancelotti direct about managing up Printed Ance- Quiet Portfolio English 2016 Text
be constantly building relationships, quota- book lotti leadership - Penguin
to have a working understanding with tion Carlo, Winning
the conduit to the president, the Brady hearts,
general director, and to have the Chris, minds and
confidence of the players. I invest Forde matches
heavily in building relationships Mike
around the club, while being prag-
matic about knowing where the
ultimate power lies. If the president
believes he is being ‘managed’, then I
have failed in that relationship.
E-181
Speaker Lan-
[Subject] guage
{462} p. 124-125: My role in recruitment is Ancelotti direct on involvment in Printed Ance- Quiet Portfolio English 2016 Text
not a normal one for a business, but it quota- recruitment process book lotti leadership - Penguin
is how it is done at a football club, tion Carlo, Winning
particularly in mainland Europe. The Brady hearts,
negotiations are usually the responsi- Chris, minds and
bility of the general manager, though Forde matches
often a player will want to speak with Mike
the new manager before deciding
whether to join the team. Sometimes
these little personal touches can
make all the difference in swaying an
undecided player. I have spoken with
almost every new player who has
signed with my team prior to them
making their decision, at the behest
sometimes of the club, sometimes of
the player’s agent and sometimes of
the player himself.
The special players have to satisfy
themselves that the move is right for
them. One example is David Beck-
ham. He is smart enough to know
that, with his profile, it could be that
he
is being pressed on to a manager for
reasons other than football. So, he
contacted me directly and asked if I
wanted him to come to Milan. I told
him, ‘Yes.’ Only then did we discuss
how and when he might play. As it
happened, he
{463} p. 127: Paris was different. At Real Ancelotti direct another type of in- Printed Ance- Quiet Portfolio English 2016 Text
Madrid my eyes were open as to how quota- volvement in recruit- book lotti leadership - Penguin
long my stay would be, but at Paris tion ment process Carlo, Winning
Saint-Germain I thought I was going Brady hearts,
to be involved in a long-term project, Chris, minds and
so I Forde matches
wanted to know more about the Mike
academy and the recruitment poli-
cies, about everything involved in
producing players for the team both
at the time and in the future. I was
E-182
Speaker Lan-
[Subject] guage
trying to build the culture there and
wanted to be fully involved in making
sure the players coming in would fit
that culture.
{464} p. 129: The job of the manager is to Ancelotti direct on what he does and Printed Ance- Quiet Portfolio English 2016 Text
integrate the players who have been quota- what he expects for book lotti leadership - Penguin
recruited into the fabric of the team, tion onboarding Carlo, Winning
which is called ‘onboarding’ in some Brady hearts,
circles. It is up to me to communicate Chris, minds and
to the players what their behaviour Forde matches
should be like outside the club, what Mike
is expected of them. Things like
eating sensibly, drinking responsibly
and living a normal life, by which I
mean integrating as quickly as possi-
ble into a new culture. This is profes-
sionalism and this is what I expect of
my
players. To return to the issue of
culture and language, I can’t under-
stand a player who comes to a coun-
try and, in two years, is not able to
speak the language. Six months
should be the
maximum. If an old guy like me can
do it then so can the players. I think it
should be part of their contract,
because if it doesn’t happen, it usual-
ly has a negative effect on his per-
formance. Why would you not want
to learn the language? It is unprofes-
sional not to.
E-183
Speaker Lan-
[Subject] guage
{465} p. 129-130: Onboarding is handled Ancelotti direct onboarding and clubs' Printed Ance- Quiet Portfolio English 2016 Text
differently depending on the club. quota- structure book lotti leadership - Penguin
Some clubs have serious infrastruc- tion Carlo, Winning
ture to handle the process as smooth- Brady hearts,
ly as possible. They employ people to Chris, minds and
help the Forde matches
players find houses, schools – any- Mike
thing the family needs to settle into
their new environment. It makes
sense for the club to do this: a happy
and settled player off the pitch is
more likely to be able to concentrate
on playing. The players’ agents are
also usually heavily involved in help-
ing them settle.
As part of the onboarding process,
the club usually gives each player
help with the language, and every
single day he has a relationship with
his teammates, in which he can listen,
learn and practise. This is key: ulti-
mately, the player has to want to
learn.
E-184
Speaker Lan-
[Subject] guage
{466} p. 130-131: How do you keep devel- Ancelotti direct on developing talents Printed Ance- Quiet Portfolio English 2016 Text
oping players such as Ronaldo, who quota- book lotti leadership - Penguin
are already at the top? It is easy. tion Carlo, Winning
These players are so professional that Brady hearts,
they tell you where they need devel- Chris, minds and
oping or they are happy to discuss Forde matches
where you think they might improve. Mike
These will never be technical im-
provements, but always to do with
game management or analytics or
physical information.
With young players it is a little bit
different. For the young players you
have to do some specific work to
improve their limits, to improve their
understanding of the game and their
role within different systems, and
also some technical work in areas
where they might be deficient. So,
with the eighteenyear- old Ronaldo
who signed for Manchester United, it
was important that he understood
the team dynamics, and within the
United system his crossing and deci-
sion-making needed work. Sir Alex
and his coaches at Manchester would
only have been concerned with his
technique where it was applied
towards the needs of the team. By
the time he was at Madrid,
it had become a case of working out
how we could best get the team to
extract the most value from his
talent. So, the development needs
gradually change as the player grows.
{467} p. 141: Your job is not to motivate the Ancelotti direct on handling talents Printed Ance- Quiet Portfolio English 2016 Text
talent - they should find this within quota- book lotti leadership - Penguin
themselves - your job is not to demo- tion Carlo, Winning
tivate them. Brady hearts,
Chris, minds and
Forde matches
Mike
E-185
Speaker Lan-
[Subject] guage
{468} p. 150: When I arrived at Chelsea I Ancelotti direct leadership in the Printed Ance- Quiet Portfolio English 2016 Text
thought that settling into a new quota- squad book lotti leadership - Penguin
environment, away from the comfort tion Carlo, Winning
of my home country, would be my Brady hearts,
biggest challenge. Admittedly, all the Chris, minds and
organization was in place to help me Forde matches
assimilate, but would the dressing Mike
room present a different challenge?
Although there were many foreign
players at the club, there was also a
very strong English presence there
who formed the core of the club and
would need to be on board if I was to
be a success. As it turned out, this
actually made my job easier than it
might have been. I found excellent
English players there – John Terry,
Frank Lampard, Ashley Cole. They
were professional in training and on
the pitch, with the right attitude and
great intensity, and this all made for a
pleasant surprise. When you add in
players like Petr Cech, Didier Drogba
and Michael Ballack, you have a
central group of clear leaders –
different styles of leadership, but all
strong characters – and a great
example for the others. I set about
creating relationships with each of
these players
separately.
E-186
Speaker Lan-
[Subject] guage
{469} p. 152-153: Of course, where there Ancelotti direct handling conflicts Printed Ance- Quiet Portfolio English 2016 Text
are so many strong people there are quota- book lotti leadership - Penguin
always going to be clashes, and these tion Carlo, Winning
must be dealt with quickly. One time Brady hearts,
at Chelsea there was a fight between Chris, minds and
Michael Ballack and Joe Cole after Forde matches
Ballack was really strong in the tackle Mike
with Cole during training. He made
contact and Joe reacted – they start-
ed to front up. In football sometimes
you make contact, the other guy gets
angry and reacts and the whole thing
escalates over silly things. When
there is a fight it is usually because
one or both players are a little bit hot
and overreact – it’s rarely a big deal.
Before I intervene in such matters, I
wait to see if they will work it out
between themselves. If that doesn’t
happen then I send them to the
dressing room. Sometimes, if it’s
really bad, I will follow them into the
dressing room after a short while to
make sure they haven’t taken things
too far, but usually by the time I get
there it is already solved and I walk
away. If not, I will speak with them
together and then individually, and
maybe the day after, when the argu-
ment has been settled, I will reinforce
this with the group: ‘Yesterday there
was a fight. Let’s not let it happen
again because we are teammates and
we need to be together if we’re going
to achieve anything.’ With Cole and
Ballack, I spoke with them together,
they shook hands and it was done.
E-187
Speaker Lan-
[Subject] guage
{470} p. 25: I was taken to Holland, with Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
Bruno [a member of his staff], for an quota- book lotti leadership - Penguin
intense week-long course in English, tion Carlo, Winning
solid days from eight in the morning Brady hearts,
until eight in the evening. If the Chris, minds and
language had been an issue the last Forde matches
time, I was determined that it would Mike
not be so this time; I like to be known
as a good student so I studied hard.
Soon after I started my duties, I held
my first press conference at Chelsea
and spoke English in front of over 200
journalists. I was nervous, of course,
but very pleased.
{471} p. 27: When we lost to Inter again in Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
the second leg, 1–0 at home, I was quota- book lotti leadership - Penguin
challenged publicly by the media for tion Carlo, Winning
the first time. Brady hearts,
Chris, minds and
Forde matches
Mike
{472} p. 284-285: With all the demands on Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
my time – to deal with the players, quota- book lotti leadership - Penguin
the game, the people at the club, the tion Carlo, Winning
media, the latest developments and Brady hearts,
the opposition – and the pressures in Chris, minds and
the game – to get results, play attrac- Forde matches
tive football and keep my job – there Mike
is a lot, you might imagine, to keep
me up at night. Earlier in my career it
was true: I would stay awake agoniz-
ing over decisions – that’s my obses-
sive nature again. But now I’m able to
switch off well. Experience helps, of
course, and it’s important to have a
happy home to go back to. My home
life is my sanctuary, where I recharge
my batteries, and this is crucial when
things are not going well, such as
after a bad result or even losing my
job. I like to lose myself in the domes-
tic environment. I love to cook at
E-188
Speaker Lan-
[Subject] guage
home. You may have noticed the
importance I attach to mealtime, as a
social thing, for people to bond.
Maybe that's being Italian.
{473} p. 285: Football, however, is my life, Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
my passion, my hobby, and I never quota- book lotti leadership - Penguin
really ‘leave’ football. As the Eagles tion Carlo, Winning
say about Hotel California, you might Brady hearts,
be able to check out, but leaving isn’t Chris, minds and
an option. Switching off is my check- Forde matches
out time from football, but I’ll never Mike
leave.
The only time I have any difficulty
sleeping is when we lose a game,
because then I start replaying every
part of the game in my mind. I work
out what we must do to improve,
what I have to tell the players the day
after. During weeks when there are
no matches I have no problem at all
sleeping. I like the Spanish approach,
to have a short sleep after lunch –
just an hour or two – when we have a
game in the evening. Some of the
players also sleep then, and we are
only beginning to understand now
just important sleep is for recovery,
for strength, for the brain. We need
to know more about it. Luckily for
me, I’m good at it.
{474} p. 287: Carlo was the most important Nesta direct In their words ... From Printed Ance- Quiet Portfolio English 2016 Text
coach in my career because he [Ance- quota- a player book lotti leadership - Penguin
changed my mentality. lotti] tion Carlo, Winning
Brady hearts,
E-189
Speaker Lan-
[Subject] guage
Chris, minds and
Forde matches
Mike
{475} p. 279: People outside the game Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
sometimes wonder how I go about quota- book lotti leadership - Penguin
‘managing the madness’ that is tion Carlo, Winning
football today. For me, it’s normal. Brady hearts,
It’s all I have known since I left home Chris, minds and
some forty years ago. I was a player Forde matches
for nearly twenty years and now a Mike
coach for even longer. I only know
this madness.
Of course, I see the statistics. In
England the job with the highest
turnover is chambermaid and the
second is football coach. The League
Managers Association send me their
magazine every month and I’m
shocked and saddened when I see
that if the manager of an English club
lasts more than
twenty-seven months he is defined as
‘long term’. In Italy, the period would
be more like twenty-seven hours. I
also see that less than half of football
coaches in England ever get another
job in football if they are sacked from
their first post. They never come back
into the game. I recall how
close I was to getting the sack in my
first job at Reggiana – after seven
games, when we were bottom of the
table. The only thing that saved me
was my name. I was still famous for
being a player and I was from the
region. Today, I feel so lucky – so
privileged and thankful – to be at the
top of this profession, because I know
that it could easily have been so
different.
E-190
Speaker Lan-
[Subject] guage
{476} p. 280: People say that the madness Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
is because of the fans, but I cannot quota- book lotti leadership - Penguin
control that. In my job there are three tion Carlo, Winning
things that I cannot control: the Brady hearts,
president, the supporters and the Chris, minds and
media. I Forde matches
have learned not to worry so much Mike
about these. What would be the
point? I want to work on what I can
control, and that is my relationship
with the players. That is my only job.
Admittedly, they can be mad too, but
at least I am limiting the chaos.
{477} p. 280: Madness or not, I love my job. Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
I respect the people that I work with quota- book lotti leadership - Penguin
and I have the respect from those tion Carlo, Winning
that work with me. It’s the perfect Brady hearts,
role. If I can’t be a player any more, Chris, minds and
then this is what I want. They say that Forde matches
if you are in a job you love, you never Mike
work a day in your life, and it’s true
{478} p. 280: I get so much out of working Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
with the elite performers in the quota- book lotti leadership - Penguin
game. By that I mean the people who tion Carlo, Winning
display the three different compo- Brady hearts,
nents of the top players: first, their Chris, minds and
own individual talent; second, the Forde matches
contextual talent – how they fit in, Mike
culturally; and third, their team talent
– how much they contribute. The
talent is not complete if a player only
uses it for himself. To be a great
champion, a truly great player, it’s
not enough just to have individual
talent. Everyone might
know that you are very talented, but
to be fuoriclasse, as we say in Italy –
out of the ordinary, a cut above – you
must have it all. To watch this flourish
as part of a team I’m managing – it’s
fantastic.
E-191
Speaker Lan-
[Subject] guage
{479} p. 282: I am impressed by people who Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
work to find new ideas, no matter quota- book lotti leadership - Penguin
what their field is. After visiting a tion Carlo, Winning
cardiology convention in San Francis- Brady hearts,
co, I invested in a company that Chris, minds and
isdeveloping a new valve to help Forde matches
people with heart problems. Mike
It’s unbelievable, what it can do. I
have a friend who wants to do movie
animation. The sheer amount of work
they have to put in, painting thou-
sands of images to create it, impress-
es
me. I’m interested in how people are
able to think differently. In football
we do not do this enough – and I
include myself in this. We need to
think more laterally.
{480} p. 277-278: Carlo doesn’t want to do Maldini direct Printed Ance- Quiet Portfolio English 2016 Text
everything on his own, he wants to [Ance- quota- book lotti leadership - Penguin
bring people with him and delegate, lotti] tion Carlo, Winning
which is a sign of his considerable Brady hearts,
intelligence. This is why he can win Chris, minds and
wherever he goes: at AC Milan, at Forde matches
Chelsea, at Real Madrid – anywhere. Mike
His knowledge of global football is
enormous. He has mind-boggling
experience of every aspect of the
game. Even as a player he was an
outstanding organizer and reader of
the game, full of ideas. You can’t
really criticize him, in either technical
or human terms: if you do, you’re not
being fair.
E-192
Speaker Lan-
[Subject] guage
{481} p. 278: Before he came to Milanello, Maldini direct Printed Ance- Quiet Portfolio English 2016 Text
he was fairly rigid, less open to tacti- [Ance- quota- book lotti leadership - Penguin
cal innovation, but over time he grew. lotti] tion Carlo, Winning
He evolved, and we evolved with him, Brady hearts,
because you need to give a man like Chris, minds and
that players who know enough not to Forde matches
take advantage of him. Underlying Mike
everything that we did was
a two-way trust. Over the years there
have been people who took ad-
vantage of the situation, but we were
quick to make sure they understood
how to behave. In particular, we
explained to them that they had to
respect Carletto, always, and no
matter what, because of the magical
football he seems to be able to con-
jure up, for the way he talks to his
team and for the way he behaves off
the field.
{482} p. 181: There comes a point with Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
decision-making, particularly in those quota- book lotti leadership - Penguin
you make day-to-day, when you need tion Carlo, Winning
to know where you can adopt a little Brady hearts,
bit of flexibility and where you have Chris, minds and
to be strict. You have to decide Forde matches
where, for you personally, it is OK to Mike
be flexible. If I decide to have training
at midday and the players come to
me and say, ‘Why don’t we train at
eleven? It’s better for us then, be-
cause we have time to go home and
have lunch with our family,’ what
difference does it make to me?
However, once we have agreed on a
time, then I have to be strict. It’s
easier when the players make the
decisions, the rules, to hold them to
these rules. Former England rugby
coach Clive Woodward says the same.
Get the players to agree to the rules
at the outset, but then it is my job to
E-193
Speaker Lan-
[Subject] guage
hold them to their own rules. The
negotiation and flexibility come in the
decision-making, but the strictness is
applied once the decision has been
made.
{483} p. 187: Listening is an often over- Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
looked skill. Listening to what other quota- book lotti leadership - Penguin
people have to say – my staff, play- tion Carlo, Winning
ers, general director and those out- Brady hearts,
side the game – and absorbing it, Chris, minds and
acting upon it or opening up a dia- Forde matches
logue about it is something I very Mike
much believe is essential for those
who wish to lead.
{484} p. 189: I don’t think there were any Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
specific moments when I learned how quota- book lotti leadership - Penguin
best to respond in such tion Carlo, Winning
situations. It comes gradually, with Brady hearts,
experience. Life teaches us about Chris, minds and
these things as we get older. Forde matches
This is an important idea too. As we Mike
grow and gain experience, we should
never stop learning. My players, staff,
family, the culture, language – there
is so much around me that I can learn
from, and a good leader must never
stand still. In fact, we can’t afford to,
especially considering how quickly
the football environment can change.
It is vital, too, that the players see
that I am also learning. Firstly, and
most importantly, you have to want
to learn. I actually find I learn mostly
from my own team. What can I do
E-194
Speaker Lan-
[Subject] guage
with my players, with our style of
play? Can I change something? I will
either
test something out and learn in that
way, or I will listen to the players and
learn from their responses.
{485} p. 195: I’m sometimes asked whether Clement direct Printed Ance- Quiet Portfolio English 2016 Text
there are any non-negotiables with [Ance- quota- book lotti leadership - Penguin
Carlo and it’s a hard question: he lotti] tion Carlo, Winning
builds such strong relationships with Brady hearts,
people that almost everything feels Chris, minds and
like it’s Forde matches
negotiable. He has such a fantastic Mike
relationship with the players, built on
total respect. He puts himself on the
same level as them, wanting feedback
from them and wanting to help them
and guide them. However, one of the
things he is very strong about is what
he calls ‘bad attitude’ – being unpro-
fessional.
He always wanted things done to a
high standard, from the way we
travelled to the way we played,
trained and conducted ourselves.
Everything had to be done correctly
and everyone had to behave correct-
ly. Oddly enough, he wasn’t as wor-
ried about how they behaved outside
the club as I would have been; he was
quite tolerant about that because he
used to say that he had no control
over it.
E-195
Speaker Lan-
[Subject] guage
{486} p. 197: Carlo could be strong when he Clement direct Printed Ance- Quiet Portfolio English 2016 Text
believed that someone had acted [Ance- quota- book lotti leadership - Penguin
incorrectly. In the six years I worked lotti] tion Carlo, Winning
with him he maintained a very con- Brady hearts,
trolled demeanour, and he dealt with Chris, minds and
the facts and gave solutions. He was Forde matches
excellent at mastering his emotions, Mike
though there was one game, when
we were at Paris Saint-Germain,
where he did go to a level that I’d not
seen before. We were playing Evian
away and we were really poor.
In the dressing room after the game
Carlo struck the door so hard as he
entered that I was concerned about
his arm, not the door, as I followed
him in and the players looked up.
There was a box on the floor in the
middle of the room and he struck it
and it hit Ibra on the head. I thought,
‘Oh, no,’ but to be fair to Zlatan, he
just took it, with the straightest face
ever. Carlo then went into a rant at
the players, very strong and emotion-
al. That was the only time in six years
that I saw him like that.
{487} p. 198: Carlo was excellent at half- Clement direct Printed Ance- Quiet Portfolio English 2016 Text
time. The dressing room can be a [Ance- quota- book lotti leadership - Penguin
highly charged place then, especially lotti] tion Carlo, Winning
if the game is close or if you’re losing. Brady hearts,
He would use the period to help the Chris, minds and
players. A few times he was so angry Forde matches
he felt he needed to have an immedi- Mike
ate impact. But usually he would
initially move into another area to
collect his thoughts.
{488} p. 200: Carlo was committed to Clement direct Printed Ance- Quiet Portfolio English 2016 Text
shielding the players from the ‘presi- [Ance- quota- book lotti leadership - Penguin
dential noise’ above him. Instead he lotti] tion Carlo, Winning
used the staff as a sounding board – Brady hearts,
he would tell me what was going on Chris, minds and
upstairs all the time. That’s why he Forde matches
E-196
Speaker Lan-
[Subject] guage
puts such store in being Mike
able to trust you. If he can, he will be
totally loyal.
{489} p. 200-201: Carlo’s biggest strength is Clement direct Printed Ance- Quiet Portfolio English 2016 Text
his ability to deal with pressure. At [Ance- quota- book lotti leadership - Penguin
Derby County there are 33,000 fans lotti] tion Carlo, Winning
at home games and you certainly feel Brady hearts,
the heat as a number one – not only Chris, minds and
from the fans, but from the media, Forde matches
from ownership and the pressure that Mike
you put yourself under. You feel the
pressure to win, all the time.
Now, Carlo was dealing with all this at
the very highest level – the biggest
clubs in the world where the media
spotlight, the intensity and the expec-
tation are in another stratosphere.
His ability to handle it all is amazing.
When you’re a number two, you’re
helping the manager, you don’t feel it
in the same way because he’s the one
making the big decisions, he’s the one
who’s accountable. You help him the
best you can and you try to show
empathy for his position.
{490} p. 201: As the years went by, Carlo Clement direct Printed Ance- Quiet Portfolio English 2016 Text
and I became closer and he became [Ance- quota- book lotti leadership - Penguin
more confident in me and trusted me lotti] tion Carlo, Winning
more. It was one of the reasons I Brady hearts,
enjoyed working with him so much. Chris, minds and
He made you feel involved, and that’s Forde matches
a big thing about human nature, isn’t Mike
it? You want to feel your contribution
is valued. He gave that to me.
{491} p. 203: Perhaps I would have stayed Clement direct Printed Ance- Quiet Portfolio English 2016 Text
working at youth level if it weren’t for [Ance- quota- book lotti leadership - Penguin
Carlo. Only by his inspiration and lotti] tion Carlo, Winning
motivation was I given the chance to Brady hearts,
operate at the highest level, which is Chris, minds and
what we all want to do, whatever Forde matches
sphere we’re in. Mike
E-197
Speaker Lan-
[Subject] guage
{492} p. 162: If somebody arrives at the Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
club who does not behave profes- quota- book lotti leadership - Penguin
sionally, I have to try to manage them tion Carlo, Winning
by being totally professional myself Brady hearts,
on the training ground. I cannot allow Chris, minds and
my feelings about the player’s behav- Forde matches
iour to allow me to unduly affect my Mike
work with him. However, this is
difficult. During my career the man-
ager was always a big example; first I
had my father and after that I had a
manager. An extension of the family.
Now, for the players, the manager is
not as important a reference. He is
still an example, but not like before.
Now they have their own football
family, their own frame of reference:
their agent; the press. The manager is
not as important now as he was, so
the personal relationship is not so
easy to establish. But day by day, you
have to build a stricter relationship
with the player as they begin to
understand the
{493} p. 163: Of course, I could make new, Ancelotti direct Printed Ance- Quiet Portfolio English 2016 Text
explicit rules. I have that power, in quota- book lotti leadership - Penguin
theory. I could tell the players, ‘We tion Carlo, Winning
now train at seven in the morning,’ Brady hearts,
but this is not the right way. This is Chris, minds and
just to show power. It is always best Forde matches
to use soft power, quiet power with Mike
the players, to influence and have
them follow the implicit rules be-
cause they believe in them.
There are times when it is important
to use both implicit and explicit rules.
I hope all the players who play for me
know my non-negotiables and my
most important rule is to train
properly – always give 100 per cent in
training. You
need to know this if you want to play
E-198
Speaker Lan-
[Subject] guage
for me. I cannot allow you just to
learn from the others – this takes too
long. I have to tell you, then the
others will constantly reinforce. They
will explain when you are crossing the
line.
{494} p. 164-165: These non-negotiables Ancelotti direct

are about behaviour, and only behav- quota-
iour. They are not about mistakes on tion
the pitch. If this behaviour is towards
me, then I can respond and deal with
it, but players who think they can
disrespect my staff because they are
not the boss – no. This is not right. I
have to defend their status. This kind
of thing affects the character of the
team, who we are as a team, and it is
not up for negotiation with me.
Players know that I am the ultimate
decision-maker but they need to
respect the team who are assisting
me. They should know that any attack
on my management team is an attack
on me.
{495} p. 226: We’ve been friends since that Fergus- direct In their words ... Printed Ance- Quiet Portfolio English 2016 Text
time. He’s a gentleman, but a gen- son quota- book lotti leadership - Penguin
tleman with a purpose. He has this [Ance- tion Carlo, Winning
quiet manner about him, which lotti] Brady hearts,
allows him to really listen. People Chris, minds and
who know how to listen properly take Forde matches
a lot in. He’s not a guy who will Mike
dominate the room, but when he
does say something, it’s always worth
hearing.
{496} p. 161: Poi tutti insieme siamo giunti Ancelotti direct Printed Ance- Preferisco BUR Italian 2015 Text
a una conclusione, anche se ci è quota- book lotti la coppa
voluto del tempo: saremmo tornati a tion Carlo,
trionfare proprio grazie a quella Alciato
E-199
Speaker Lan-
[Subject] guage
batosta Ales-
sandro
E-200
Statutory Declaration
I hereby declare on oath that I have prepared this master´s thesis independently and without
the use of other than the specified aids. The positions taken directly or indirectly from exter-
nal sources are identified as such. The work has not yet been submitted in the same way or
a similar form to another examination authority and has not yet been published.
Dornbirn, 08th January 2021 Naly Rajaofera

Global Leadership in Team Sports

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Global Leadership in Team Sports

An Explorative Study of Global Head Coaches of Football

University of Applied Sciences Vorarlberg

Prof. Dr. Carsten Bartsch

Dornbirn, [08th January 2021]

3.3 Collected Data ............................................................................................................. 59

Figure 3: Depiction of Hersey-Blanchard’s Model of Situational Leadership .........................14

Figure 4: Integrating Conceptual Framework of Multiple-linkage Model ................................16

Figure 5: Hofstede’s Onion Cultural Model ...........................................................................20

Figure 6: Meta-configuration for GLOBE Societal Clusters ...................................................22

Figure 7: Modified GLOBE Theoretical Model (2013) ...........................................................26

Figure 8: Pyramid Model of Global Leadership Competencies .............................................32

Figure 9: Brake’s Global Leadership Triad............................................................................35

Figure 10: Multidimensional Model of Leadership Behaviour ................................................40

Figure 11: Multidimensional Model of Leadership Behaviour – Completed 2007 ..................41

Figure 12: Coaching Effectiveness Model by Horn (2002) ....................................................42

Figure 13: Mediational Model of Leadership .........................................................................43

Table 2: Roles and Tasks of a Football Coach ...................................................................... 7

Table 3: Taxonomy of Leader Behaviours ............................................................................13

Table 4: Hofstede’s Cultural Dimensions (2010) ...................................................................21

Table 5: Societal Culture Attributes by GLOBE ....................................................................24

Table 7: A Selection of Clarifications/Definitions/Explanations of Global Leader/Leadership 30

Table 8: Jokinen’s (2005) Integrative Framework of Global Leadership Competencies ........35

Table 9: A Framework of Nested Global Leadership Competencies .....................................36

Table 10: MML/LSS Studies and Results across Countries ..................................................47

Table 11: Explanation of Database in APPENDIX E (Transposed Layout) ...........................61

Table 12: Global Football Head Coaches Personal Character ..............................................63

Table 14: Global Football Head Coaches Cognitive Complexity ...........................................64

ANOC Association of National Olympic Committees

CBAS Coaching Behaviour Assessment System

CLT Culturally Endorsed (Implicit) Leadership Theory

CONMEBOL Confederaçåo Sul-Americana de Futebol/Confederacion Sudameri-

EPL English Premier League

FC Football Club, Fútbol Club, Futebol Clube

FIFA Fédération Internationale de Football Association

GLOBE Global Leadership and Organizational Behavior Effectiveness

GSO Global Sport Organisation

ICC Intercultural Communication Competence

ILT Implicit Leadership Theory

IOC International Olympic Committee

LBDQ Leadership Behaviour Descriptor Questionnaire

LSS Leadership Scale for Sport

LPC Least Preferred Co-Worker

MLQ Multifactor Leadership Questionnaire

MLS Major League Soccer

MML Multidimensional Model of Leadership (Behaviour)

MNC Multinational Corporation

NBA National Basketball Association

NCAA National Collegiate Athletic Association

RCBRF Revised Coaching Behaviour Recording Form

SDG Sustainable Development Goal

UEFA Union Européenne de Football Association

USA United States of America

WADA World Anti-Doping Authority

WHO World Health Organization

WTO World Trade Organization

1.1 Zeitgeist: Requirements for Global Leaders and Global Leadership

1.2 Sport, Naturally Global

1.2.1 Football, The Global Sport

1 Football is one of the olympic disciplines.