An examination of the cohesion‐performance relationship in university hockey teams

Abstract

The objective of this study was to assess, using the Group Environment Questionnaire, whether team cohesion in university-level field hockey was a cause for, or an effect of, successful performance. A quasi-experimental longitudinal design with cross-lagged correlational analysis was adopted and measures of cohesion and performance were taken midway and later in the season. The results of the synchronous correlations showed a positive relationship (with good stationarity) between team cohesion and performance outcome. Although non-significant cross-lagged differentials indicated a circular relationship, the magnitudes of both the cross-lagged correlations and the partial correlations, together with multiple-regression analyses, revealed that the stronger flow was from cohesion to performance. The socially oriented aspects of cohesion, in particular, had significant associations with performance. The results imply that cohesion-performance relationships should be examined within a circular model, in which cohesion and performance are interdependent.

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