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1. Conduct research in novel and varied contexts
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– Focus on underexplored contexts where leaders are present (e.g. video-guided workouts)
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– Examine context-specific differences in the optimal behaviours and strategies for leaders to adopt
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– Compare individual versus group settings; groups with consistent versus interchangeable members; settings with face-to-face versus virtual leaders
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2. Focus on insufficiently active populations
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– Screen for, and recruit, samples who are insufficiently active or who have recently begun engaging in structured exercise
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– Examine the effectiveness of different leadership styles and strategies for sustaining new exercisers’ participation
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– Aim to inform the development of materials that are specifically tailored for insufficiently active populations
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3. Utilise qualitative methods
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– Explore what people believe it is important for physical activity leaders to do, what makes them effective, and what this looks like in practice
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– Map findings against leadership theories to identify those with the greatest potential in the physical activity domain
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– Use qualitative methods to identify specific considerations for leaders working with insufficiently active populations
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4. Focus on translation and implementation
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– Identify concrete ways for leaders to engage in effective forms of leadership in practice
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– Develop interventions that aim to increase leaders’ capacity to facilitate people’s more frequent attendance of leader-led sessions, improved behaviours and experiences within sessions, and greater overall physical activity
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– Explore the feasibility and acceptability of such interventions for leaders, and barriers to their systematic uptake by those who would deliver them, with a view to maximising the potential for interventions to be widely and cost-effectively distributed
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