La Gazzetta dello sport report how Thiago Motta’s Juventus is experiencing a renaissance, not just through tactical innovations but through the emergence of new team leaders. Beyond captain Danilo, five players are setting examples that are helping the coach nurture young talents and integrate newcomers.
According to the report, Motta considers himself fortunate to be at Juventus, where he’s found fertile ground for his principles. The rapid assimilation of his philosophy and successful integration of youth players and new signings is credited to a core group of players who have embraced their roles as team leaders.
The New Senatori
1. Federico Gatti: Wore the captain’s armband in the first three matches, embodying Motta’s meritocratic approach.
2. Gleison Bremer: Alongside Gatti, facilitating the integration of young defenders.
3. Andrea Cambiaso: Versatile player aiding the adaptation of new signings.
4. Manuel Locatelli: Midfield reference point, nurturing talents like Fagioli and Thuram.
5. Dusan Vlahovic: Leading by example for young forwards like Yildiz and Mbangula.
These players, diverse in age and Juventus tenure, share a common dedication to hard work and team-first mentality. They’re stepping into the shoes of Juventus legends like Buffon, Bonucci, Chiellini, and Marchisio.
Danilo’s Role
Despite starting the season on the bench, Danilo’s professionalism and support for teammates have been crucial. His experience, including Champions League victories, remains invaluable to the squad.
Meritocracy and Flexible Hierarchy
Motta’s decision to give Gatti the captaincy in Danilo’s absence underscores his belief in merit over seniority. This approach has created a dynamic where leadership roles can shift based on performance and attitude.
Impact on Team Culture
The rapid adoption of Motta’s playing style and philosophy by these leaders has accelerated the team’s development. Their example in training and matches makes it easier for young players and new signings to understand and embody the coach’s expectations.
