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The purpose of the present paper is to illustrate how leaders can create high performance environments. Using Team Great Britain (TeamGB) cycling’s performance director as a case example, we discuss how leaders can develop social identities (i.e. an emotional attachment and sense of belonging) and shape group meanings as mechanisms through which performance excellence can be achieved. We draw on a contemporary theory of leadership derived from organisational and social psychology to explain how leaders can act to strengthen the emotional bonds within their sport group and motivate athletes to embrace specific group meanings. The present paper also reflects on the lessons learnt from London 2012 that could inform leadership practice in preparation for Rio 2016. In particular, the leaders’ role in developing social identities and distinctive group meanings is important to create an environment conducive to optimum performance. In sum, a social identity approach to leadership detailed within the current paper provides a useful framework to help maximise the opportunities that TeamGB gleaned from London 2012 in order to deliver performance excellence again in Rio 2016. [ABSTRACT FROM PUBLISHER]