This qualitative study explores how performance support leaders (PSLs) in high-performance sport approach real-world decision-making. Through semi-structured interviews with fifteen PSLs across sports and countries, the authors identify three key influences: emotional intelligence, experiential knowledge, and organisational structuring. PSLs emphasised self-awareness, relationship management, and collaborative communication as foundations for effective decisions. Deep, context-specific experience and reflective practice helped them interpret complex information, manage risk, and learn from past choices.
Organisational systems, role clarity, and structured processes either enabled or constrained decision quality. Despite viewing decision-making as central to their role, most PSLs reported no formal training in decision science. The study’s main utility lies in mapping concrete leverage points—developing EI, mentoring and scenario-based learning, and designing better decision structures—that organisations can target through leadership development and performance systems. It also establishes a framework future research can test when linking decision processes to performance outcomes in modern elite, data-rich sporting environments.
Wilson, P. J., Roe, G., & Kiely, J. (2025). Decisions, decisions, decisions. A qualitative exploration o f decision-making in performanc e support leaders. Frontiers in Sports and Active Living, 7, 1664191.
John Kiely is an Associate Professor in the Department of Physical Education and Sports Sciences and the Sport and Human Performance Research Centre at the University of Limerick. Follow on X: @simplysportssci. Research Profile: ResearchGate
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