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

Creating Opportunities for Social Change in Women’s Sport Through Academic and Industry Collaborations: An Interview With Kate Fagan

A number of scholars have articulated the real and perceived benefits of engaging in collaborations with practitioners and have urged researchers to establish industry partnerships. Much of the discussion, however, stems from a researcher-perceptive and focuses on developing theory and scholarly advancements; less effort has been made to understand the potential advantages from a practitioner’s viewpoint. Therefore, this paper uses an expert interview methodology to explore the industry perspective. Through an interview with Kate Fagan, an espnW and ESPN.com journalist, this article sheds light on how academic researchers and sport industry professionals, particularly those working in women’s sports, can collaborate and produce rich data and stories supporting social change. In addition, the authors provide suggestions for establishing a productive relationship among the sport industry and academia

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

The Under Representation of Women in the Male Dominated Sport Workplace: Perspectives of Female Coaches

Previous literature has researched the underrepresentation of women as coaches and in other leadership positions in women’s sports. This article adds to the literature by examining the nearly nonexistent role of women in the male-dominated workplace of men’s sports. Currently, women represent 42.6% of the head coaches in women’s sports while men represent 57.4% of the head coaches in women’s sports. In contrast, women represent less than 3% of the head coaches in men’s sports. This creates a double standard in which men are afforded greater coaching opportunities in both men’s and women’s sports. Conversely, coaching opportunities for women are limited in women’s sports and are mostly absent in men’s sports. Through in-depth, semistructured interviews, we explored how and why this phenomenon (i.e., the lack of women coaching in men’s college basketball) is occurring. The results suggest that the perception of gendered opportunities, male-exclusive social networks, and pressures to overcompensate for being female were all strong, negative influences on the perceived opportunity of women to sustain and pursue careers in male-dominated workplaces such as that of men’s college basketball