Organizational Change and Justice: The Impact of Transparent and Ethical Leaders

In the sport industry, one thing that is constant is change. Since numerous forces may drive and guide the change process, the goal of this study was to examine ethical leadership, transparency, and organizational justice during an organizational change of a consolidating National Collegiate Athletic Association (NCAA) Division I men’s and women’s athletic department. Framed from the organizational change, ethical leadership, and organizational justice literature, this qualitative case study included interviews from nine university stakeholders and analysis of public documents published over the last decade. Results revealed transparent ethical leaders in an instrumental climate espoused positive organizational justice perceptions. In addition, employees’ perceptions of transparent ethical leaders and positive organizational justice helped champion favorable responses to the organizational change. Implications of this research include encouraging intercollegiate athletic administrators to consider the security and well-being of stakeholders, which helps garner favorable responses during an organizational change

Institutionalized Barriers and Supports of Female Athletic Directors: A Multilevel Perspective

Despite an increase in participation rates among girls and women across all levels of sport, women are still underrepresented in leadership positions. Less than 10% of National Collegiate Athletic Association (NCAA) Division I Athletic Directors (ADs) are female. The current study examined the supports and barriers of 10 NCAA Division I female ADs. Using institutional theory to frame the research, through semistructured interviews barriers and supports were categorized using a multilevel approach model (i.e., macro, meso, and micro). The multilevel approach allows readers to see how factors shape and are shaped by one another. Results revealed macro factors such as power, hegemonic masculinity, inclusive environments, stakeholder expectations, and institutional gender discrimination. Meso factors included occupational segregation, family-work life, organizational demography and culture. Micro factors included self-efficacy, gender socialization, career intentions, self-limiting behaviors, human and social capital. Overall, three factors emerged as support-only factors: inclusive environments, human and social capital, while seven factors materialized as barrier-only factors. These results have both theoretical and practical application opportunities for individuals, organizations, and society

The Relationship Between Transformational Leadership, Leader Effectiveness, and Turnover Intentions: Do Subordinate Gender Differences Exist?

The aim of this study was to examine gender differences among subordinates in the strength of relationships between transformational leadership, leader effectiveness, and voluntary organizational turnover intentions. The authors drew from various theoretical bases, including transformational leadership theory, social role theory, and role congruity theory, to undergird the research. National Collegiate Athletic Association (NCAA) Division I male and female assistant coaches of women’s basketball, softball, and volleyball teams (N = 294) responded to the Multifactor Leadership Questionnaire (MLQ) and turnover intention questionnaire. Structural equation modeling (SEM) revealed a noteworthy gender difference in the strength of relationship between leader effectiveness and voluntary organizational turnover intentions. Contributions and implications are discussed

What are They Saying About Your Head Coach? The Relationship Among Political Skill, Reputation, and Effectiveness

Influential leaders in competitive sport fields effectively use political skill to enhance their reputation, gain followers, and obtain support from organizations. In this study, a structural model was tested to determine the mediating role of leader reputation in the relationship between leader political skill and leader effectiveness. A total of 248 NCAA Division I assistant coaches were recruited for participation in a survey on their head coaches’ political skill, reputation, and perceived team-unit and leader-unit effectiveness. The results supported an indirect effect of head coaches’ reputation on their political skill and effectiveness, rather than a direct effect of political skill on leader effectiveness. On this basis, it was concluded that the strong and positive reputation that politically skilled head coaches build facilitates leader effectiveness in collegiate sports

Career Breakthroughs of Women in Intercollegiate Athletic Administration: What is the Role of Mentoring?

Participation in mentoring is integral for advancement within sport organizations, particularly for women (Bower, 2009; Shaw, 2006). However, it is unclear how mentoring contributes to opportunities for career advancement or breakthroughs (e.g., opportunities for new functional roles, project oversight) (Mainiero, 1994). Therefore, the purpose of this study was to understand the role of mentoring as it pertains to career breakthroughs for women in intercollegiate athletic administration. This qualitative study included 51 focus group participants in athletic administration at NCAA-member institutions (divisions, I, II, and III). Results suggested mentoring as a critical factor in career advancement. Participants indicated having a mentor was highly desired. Mentoring relationships with someone internal and external to their respective athletic departments was important. However, there was little consensus on the benefits or drawbacks of having a mentor of the same or opposite sex. Implications and strategies for developing mentoring relationships are also discussed