A recent paper in the Journal of Economic Behavior and Organization – “Why do leaders matter? A Study of Expert Knowledge in a Superstar Setting” – argues that there is a strong link between success as a basketball player and success as a basketball coach.

The paper offers three possible reasons for its findings. First, the previously successful player may have a deeper insight into the game.  Second, he may have more credibility with his players because he himself reached the heights. Third, the reputation of the previously great player, now the coach, may make it easier to recruit top players.

A cursory glance at top football clubs would appear to contradict the idea that playing and coaching ability are closely related. Jose Mourinho had no professional playing career; nor did Andre Villas-Boas. Arsene Wenger had a very mediocre one. Alex Ferguson was a moderately good player (he never played for Scotland at full international level), but as a coach he has been a superstar. Other examples from football history abound.

This success comes despite the undoubted truth that former great players will have much more credibility and will be in a better position to recruit other top players at the start of their coaching careers.

The culture of football has changed slowly. Mourinho and Villas-Boas would never have been given a chance a generation ago, when great players would find it easy to pick up a good coaching job immediately upon retirement from playing, but then often go on to disappoint.

It will be interesting to see further research in this area. I strongly suspect that as the culture in basketball catches up with football, and the perceived connection between coaching and playing is undermined, those with little playing experience but excellent coaching potential will increasingly make their mark.

What is certain, however, is that this paper would be warmly received in the corporate world, where surveys consistently reveal the low regard in which managers are held.

Companies like to reward good performers with management positions because doing so stops them really having to think about necessary managerial qualities, and because they can’t think of how else to keep them happy in a hierarchical structure.

What’s more, current managers, who were usually promoted because of their performance in a functional role, will be happy with the message that they are the best-equipped to manage effectively.

The sad reality, however, is that many of their team members will disagree.