Second Place, Second Priority: Psychological Insights from F1 and Sport

Practical applications related to leadership, fairness, and psychological needs are explored.

By: Isabel Tay

Each Formula 1 (F1) team has two drivers, and often, the team dictates which is the lead driver and which is the second driver. Second drivers often grapple with conflicting identities, balancing the roles of the ambitious competitor and the team player. For example, second drivers may be forced to give up their position to support the lead driver in the Driver Championship rankings. Teams may also allocate newer car components or favourable race strategies to the first driver, implicitly reinforcing the second driver’s subordinate role.

Despite the lack of research on second drivers specifically in the context of F1, we can extrapolate and gather some lessons learned from substitutes in other sports. This article will thus look into what the psychological impacts of being a second choice are to an F1 driver.

Soto et al. (2021) studied 124 male football and handball players from Spanish teams. They collected data during the final part of the sports season, when team roles are most clearly defined.

Players were divided into starters and substitutes, based on how often they played. Each player answered surveys that measured how they viewed their coach’s leadership, fairness, and how well their psychological needs were being met (things like feeling confident, included, and in control).

The researchers then compared the answers from starters and substitutes to see how their experiences differed.

Findings and Parallels

Parallels can be drawn between the substitute players in Soto et al.'s (2021) study and second drivers in F1 teams.

Factor	Substitute Athlete (Study)	F1 Second Driver
Leadership Perception	Coach seen as less competent/authentic	Team principal seen as biased toward lead
Perceived Fairness	Role seen as unjust	Team orders & car development often unequal
Support for Psychological Needs	Low autonomy, competence, and relatedness	Feels like a tool rather than a full team member
Motivation & Performance	Lower motivation, poorer performance	Risk of burnout, stagnation, or errors
Communication	Infrequent or vague feedback	Strategic exclusion or unclear instructions

In summary, the environment in which the second driver exists can be devastating for their well-being and performance in the long run. Second drivers have conflicting objectives in performing their best individually but also meeting the team’s demands. They thus have their own unique psychological needs to be met, where they face differing (and conflicting) expectations of them.

Actionable Tips for Second Drivers

The strategies below are suggested as practical applications related to the study’s findings on leadership, fairness, and psychological needs.

• Build micro-trust with your leader through regular, constructive check-ins.

  Whether you're a second driver or a team member at work, proactively engaging in brief but meaningful conversations can gradually shift perceptions of leadership and create space for mutual respect.

  
  

• Clarify criteria for decisions and advocate for transparency.

  Ask respectful questions like “What led to this choice?” to understand how decisions are made. This reduces assumption-driven resentment and fosters a sense of fairness, even when outcomes aren't in your favor.

  
  

• Reframe your role as valuable, not secondary.

  See yourself as essential to the team's or group's success. Supporting roles often provide stability, insight, or performance under pressure.

  
  

• Set personal benchmarks of success.

  Define your own goals based on growth, consistency, or skill—not just position or recognition. This builds motivation from within.

  
  

• Ask for clear, constructive feedback.

  Regularly seek input from leaders or mentors to understand how you're doing and where you can improve—this reduces uncertainty and builds trust.

Reference: Soto, D., García-Herrero, J. A., & Carcedo, R. J. (2021). Perception of coach according to the role of starter or substitute in the final stage of the season. Sustainability, 13(12), 6960. https://doi.org/10.3390/su13126960