ABSTRACT
In the literature, the label high-performance coach is often used; however, few define or specifically constitute what they mean by the term. An alternative approach to framing coaching has been to consider the athletic cohorts with whom coaches work. This has also proven to be problematic owing to muddiness regarding what constitutes ‘elite’ or ‘high-performance athletes’. High-performance coaches are positioned at one extremity of the performance–coaching spectrum and are typically tasked with leading athletes and/or teams to success at the highest levels. The work of high-performance coaches is considered both dynamic and complex, with practitioners having to constantly modify and adapt to their ever-changing environment and account for their own and others’ distinctive personalities to produce successful (winning) outcomes.
