The aim of this research was to examine the influence of two variables, the type of marking (with or without man-marking) and the number of players per team (3, 6, or 9) on the physical and physiological demands of sided games in soccer. Eighteen amateur players were monitored with GPS and heart rate devices. The following variables were analyzed: a maximum heart rate, a mean heart rate, time spent in each intensity range, total distance covered and distance covered in different speed ranges, a player load, maximum speed reached, and a work:rest ratio. The results showed that the type of marking influenced the physical demands of players, with greater total distance, a player load and a work:rest ratio when man-marking was used in the 3 vs. 3 (737 m, 95 Arbitrary Units (AU) and 3.4 AU, respectively) and 6 vs. 6 (783 m, 95 AU and 5.3 AU, respectively) games (p<0.05). The number of players also had an effect on physiological intensity, with more time being spent at the <80%HRmax during the 9 vs. 9 and 6 vs. 6 games (more than 30%) compared with the 3 vs. 3 format (less than 15%) (p<0.05). These findings could help coaches to understand how the modification of different variables in sided games influences the physical and physiological demands of players.
The aim of this paper is to bring together some of the foundational and recent literature interlinking corporate governance and the leadership role of the board of directors. Strategic leadership is widely assumed to be a responsibility that defaults to the Chief Executive Officers (CEOs). However, in practice, what most CEOs do is strategic management rather than strategic leadership. While strategic management does share key aspects of strategic leadership CEOs are expected to prioritize the managerial side over the leadership side. This is just one of the situations in which the board-room assumes the leadership role. This paper discusses how boards of directors conduct the process of strategic leadership in their organizations. In recent years there has been an increasing interest among scholars to understand how boards strategize from a behavioral point of view. This growing interest has resulted in the development of various typologies regarding boards’ involvement in the strategic leadership processes.