Developing a Conceptual Model of Organizational Support for Sport Psychology: A Qualitative Study Based on Grounded Theory

Introduction



The landscape of contemporary sports has undergone a paradigm shift, where the psychological dimension of performance is now recognized as being of equal importance to physical training, technical proficiency, and strategic planning. Athletes, coaches, and sports organizations are increasingly aware that psychological resilience, motivation, stress management, and overall mental well-being are essential for achieving long-term success. Sport psychology, as an applied field, meets these needs by providing evidence-based strategies designed to enhance performance, improve well-being, and promote effective teamwork.

However, the effectiveness of sport psychology is significantly influenced by the organizational environment in which it is applied. Without adequate organizational support—such as leadership commitment, appropriate resource allocation, and a supportive cultural climate—the benefits of sport psychology interventions may not be fully realized. This highlights the importance of a systematic approach to understanding organizational support, which can provide a foundation for integrating mental health and performance enhancement strategies within sports organizations. The concept of organizational support originates from the field of organizational psychology, particularly through the lens of Perceived Organizational Support (POS). POS summarizes how individuals perceive their organization’s recognition of their contributions and concern for their well-being.

In sports environments, POS can significantly affect not only athletes' mental health but also their performance, engagement in mental skills training, adherence to coaching methods, and overall retention in the sports system. Effective psychological support relies on both structural and cultural aspects within an organization. Structural support includes tangible resources like access to sport psychologists and dedicated time for mental training, while cultural support involves collective beliefs and values that emphasize the importance of psychological well-being. Despite these principles, there is a significant lack of comprehensive models that encompass the various aspects of organizational support in sport psychology. This is particularly evident in Iranian sports organizations, where disparities in support are notable despite a dynamic sports culture. Unique cultural elements in Iran, such as social views on mental health and hierarchical structures, influence how support is perceived and utilized. Therefore, this study aims to fill these gaps by creating a model of organizational support for sport psychology tailored to the Iranian sports environment.



Methodology

This study employed a qualitative research design, specifically an applied research approach aimed at developing a model for organizational support in sport psychology. The methodology was based on Grounded Theory, specifically the Strauss and Corbin approach, to collect and analyze information regarding the phenomenon. The process involved three types of coding: open, axial, and selective coding.

Participants and Sampling: The statistical population consisted of prominent experts in the fields of sport psychology, sports management, and coaching. Purposive sampling was used to select interviewees who possessed a deep understanding of the relevant concepts. Sampling continued until data saturation was reached, resulting in a final sample of 12 participants. The participants' ages ranged from 27 to 37 years, with an average age of approximately 32. Their professional experience varied between 5 and 12 years. The sample included four sport psychologists working with professional teams, four coaches who had integrated sport psychology into their programs, and four sports managers involved in policy implementation and leadership. Most participants held doctoral degrees, providing a comprehensive understanding from various perspectives within Iranian sports organizations.

Data Collection and Tools: The primary tool for data collection was in-depth, semi-structured interviews. Each interview lasted between 60 and 90 minutes. The interviews began with a central question: "What factors in an organization lead to support for sport psychology?". Subsequent questions explored factors influencing support, potential barriers, suggested improvement strategies, and the consequences of those strategies. Interviews were conducted individually, recorded with the participants' consent, and transcribed for analysis.

Data Processing and Rigor: Thematic analysis was used to identify and examine thematic patterns. The process included reviewing data, developing a coding guide, organizing data, and performing open, axial, and selective coding. To ensure validity, three main criteria—credibility, transferability, and confirmability—were used. The research process involved collaboration with eight specialists and two coders. For transferability, the findings were reviewed by two independent experts. Confirmability was addressed by sending transcribed texts and extracted codes back to participants for verification. Reliability was assessed using the test-retest method and neutral coding, with agreement calculated using Cohen's Kappa coefficient in SPSS software.



Findings

The coding process identified a complex interplay of factors that define the model of organizational support. In the open coding phase, over 185 initial conceptual codes were identified. These were then organized into axial categories and finally integrated into a systematic paradigm.

1. Causal Factors: These are the primary drivers that initiate organizational support.

Leadership Support: This involves the leadership's attention to athlete well-being, participation in workshops, and acting as a role model for accepting psychological practices.

Structural Support: This includes the formal inclusion of sport psychologists in the organizational hierarchy and their participation in training plans.

Policy Support: This refers to mandatory organizational policies, strategic emphasis on mental health, and rewarding participation in mental skills training.

Resource Prioritization: Transparent allocation of budget and performance-based resource distribution specifically for psychological services.

2. Contextual Factors: These represent the specific environment in which the support system operates.

Organizational Culture: Prevailing attitudes toward mental health, help-seeking behavior, and the value placed on psychological well-being.

Team Environment: The influence of peers and the specific dynamics within a team that affect engagement with psychologists.

Sport Type and Level: The recognition that individual sports might require different support than team sports, and that elite teams often receive more support.

Policy and Governance Landscape: The degree to which federation guidelines are implemented at the club level.

3. Intervening Factors: These are the barriers or facilitators that influence the implementation of strategies.

Time Constraints: Heavy training schedules and the pressure of competition often lead to the cancellation of psychological sessions.

Cultural Barriers: Social stigma regarding mental health and resistance from veteran coaches toward new psychological methods.

Resource Limitations: Budget-related shortages of qualified psychologists and inadequate private spaces for confidential sessions.

Communication Gaps: Lack of clear coordination between managers, coaches, and psychologists.

Leadership and Policy Gaps: Inconsistent execution of policies and a lack of active monitoring of program effectiveness.

4. Strategies: These are the active steps taken to enhance support and overcome barriers.

Leadership Involvement: Leaders attending workshops, sharing success stories, and explicitly endorsing the importance of mental skills.

Coach Engagement: Training coaches to integrate psychological techniques into daily drills and encouraging senior coaches to mentor younger ones in this area.

Psychologist Integration: Making psychologists essential team members who provide regular feedback and adapt programs to the team's culture.

Policy and Program Development: Approving annual budgets and creating mandatory guidelines for psychological support.

Athlete Participation: Encouraging athlete self-disclosure and using athlete feedback to improve programs.

Resource Management: Allocating specific times and spaces for mental training and prioritizing resources based on team needs.

Education and Awareness: Running communication campaigns and educational workshops for all organizational members.

5. Consequences: The outcomes of implementing the above strategies.

Athlete Well-being: Reduced stress, increased resilience, higher self-confidence, and decreased burnout.

Performance Enhancement: Better focus, improved decision-making under pressure, and more consistent performance.

Team Cohesion and Dynamics: Improved communication, reduced conflicts, and a stronger shared commitment to team goals.

Engagement with Mental Skills Programs: Increased voluntary use of techniques and a more positive attitude toward interventions.

Organizational Development: Improved policy integration, better resource allocation, and increased leadership accountability.



Discussion and Conclusion





The study developed a comprehensive model for organizational support of sport psychology in Iran, emphasizing that such support is not a single action but a multi-dimensional process involving causal, contextual, and intervening factors. The findings highlight that leadership involvement is the most influential causal factor. Leaders who model psychological practices create a legitimate and valued environment for athletes. This aligns with the theory of Perceived Organizational Support, where leadership behavior signals organizational care. Structural support, such as the dedicated presence of psychologists, is a necessary prerequisite for effective intervention.

Contextually, the study underscores that organizational culture must value mental health to encourage athletes to use available resources. The team environment and the specific type of sport also dictate the nature of the required support; for example, individual sports may need more personal interventions, whereas team sports focus on group dynamics. Intervening factors, particularly cultural barriers and time constraints, remain significant hurdles. In Iran, societal attitudes toward mental health can discourage help-seeking, especially among male athletes who may fear being perceived as weak. Addressing these requires not just leadership but targeted awareness campaigns.

The identified strategies—ranging from leadership modeling to psychologist integration and resource management—form a coordinated, multi-faceted approach. When these strategies are successfully applied within the given context, they yield positive outcomes at three levels: the individual (well-being and performance), the group (cohesion), and the organization (policy integration and sustainability).

Practical Implications: For sports managers and policymakers, the implications are clear:

1. Leadership as a Model: Leaders must actively participate in and prioritize psychological support to demonstrate its value.

2. Systemic Integration: Psychologists should be embedded within team structures and planning processes, not kept as external consultants.

3. Formalized Policies: Organizations need clear policy frameworks and dedicated budgets to ensure accountability and monitoring.

4. Cultural Sensitivity: Educational programs should be used to reduce stigma and increase the cultural acceptance of psychological interventions.

5. Strategic Resource Management: Addressing logistical barriers like time and space through better planning can significantly improve program uptake.

In conclusion, the model provides a practical roadmap for integrating sport psychology into the fabric of sports organizations. It emphasizes that for the full benefits of psychological support to be realized, there must be a deliberate alignment of leadership, culture, structure, and resources. By adopting this systemic view, sports organizations can create environments where mental skills are prioritized, athletes are holistically supported, and both human and organizational performance are optimized. Future research should explore the longitudinal impact of this model and its applicability across different levels of competition and diverse cultural settings.