A Multiframe Perspective of Leadership and Organizational Climate in Intercollegiate Athletics

1999 ◽  
Vol 13 (4) ◽  
pp. 298-316 ◽  
Author(s):  
David K. Scott

This study used the “multiframe” (structural, human resource, political, and symbolic) organizational theory of Bolman and Deal (1991b) to examine aspects of leadership and organizational climate in intercollegiate athletic departments. Top-5 finalist athletic departments from 4 collegiate divisions (NCAA I, II, and III and NAIA) for the 1993-96 Sears Directors’ Cup award served as tie sample. The 4 frames were all useful as descriptors of leadership and climate among the departments. However, ADs and head coaches differed significantly in their perceptions of the frame best describing AD leadership. · There was evidence of strong agreement on perceptions of climate within several departments, but the political frame was perceived as least descriptive at every level of analysis. A MANOVA uncovered no significant differences in perceptions of the 4 frames with gender and division of competition as independent variables. Multiple regression revealed that different frames predict how employees perceive their ADs’ effectiveness as managers and leaders.

1999 ◽  
Vol 13 (2) ◽  
pp. 148-166 ◽  
Author(s):  
Karen E. Danylchuk ◽  
Packianathan Chelladurai

This study described and analyzed the managerial work in Canadian intercollegiate athletics. The directors of 37 Canadian intercollegiate athletic departments responded to a questionnaire eliciting perceived importance of, time devoted to, and percentage responsibility for 19 managerial activities carried out by athletic departments. These managerial activities were largely patterned after Mintzberg's (1975) description of managerial work and were verified by a group of experts. Results showed that financial management, leadership, policy making, disturbance handling, revenue generation, and a Mete affairs were perceived to be the most important and most time consuming activities. Information seeking, maintenance activities, and league responsibilities were rated the least important. The athletic directors reported that they were largely responsible for the more important tasks with average percent responsibility of 55%. The average responsibility assigned to assistant directors was 29.5%, and this limited responsibility was significantly but inversely related to the importance of the tasks.


2012 ◽  
Vol 26 (3) ◽  
pp. 224-236 ◽  
Author(s):  
Shannon Kerwin ◽  
Alison Doherty

The purpose of this study was to investigate factors that moderate the association between substantive task and process conflicts and personal relationship conflict within Canadian intercollegiate athletic departments. The sample population was administrative office personnel in those departments (i.e., directors, managers, and support staff). Based on previous research and tenets of affective events theory, task participation, trust, cohesion, value dissimilarity, and negative affect were hypothesized to influence the likelihood that task and process conflict would trigger relationship conflict. Trust and value dissimilarity were found to significantly moderate the association between task conflict and further relationship conflict. The findings advance theory with regard to mechanisms that reduce negative conflict and enhance our understanding of intragroup conflict in intercollegiate athletics. Implications for research and practice are presented.


2019 ◽  
Vol 5 (1) ◽  
pp. 62-82 ◽  
Author(s):  
Jonathan A. Jensen ◽  
Jacob Spreyer ◽  
Javonte Lipsey ◽  
Nels Popp ◽  
Robert Malekoff

2013 ◽  
Vol 27 (2) ◽  
pp. 114-129 ◽  
Author(s):  
Claudio M. Rocha ◽  
Packianathan Chelladurai

The objective of the current research was to verify the extent to which Gouldner’s (1954) three patterns of bureaucracy were prevalent in intercollegiate athletic departments. Single and multiple-group confirmatory factor analysis (CFA) and structural equation modeling (SEM) of the data provided by 907 coaches from all three NCAA divisions (ndivI= 322; ndivII= 277; ndivIII= 308) showed that structural relationships among goals, processes, and patterns of bureaucracy were invariant among all three groups of coaches. Substantively, the factor of developmental goals through developmental processes (Trail & Chelladurai, 2000) predicted positively the presence ofrepresentative bureaucracyandpunishment-centered bureaucracyand negatively the existence ofmock bureaucracy. This means that the more athletic departments emphasize academic values, the less the coaches perceive a pattern of loose coupling between rules and actual technical activities. Implications of these results for theory and practice were discussed.


2017 ◽  
Vol 31 (3) ◽  
pp. 229-240 ◽  
Author(s):  
Laura J. Burton ◽  
Jon Welty Peachey ◽  
Janelle E. Wells

Evaluation of leadership as a necessary component to reform sport could be critical to fostering a more ethical climate and reducing the frequency and severity of ethical improprieties within this context. However, limited research has examined the relationship between leadership and ethical climate. Servant leadership, due to its ethical component and people-centered focus, is a leadership approach that may best support development of an ethical climate. The purpose of this study was to explore the influence of servant leadership on perceptions of an ethical climate in intercollegiate athletic departments, with an examination of how trust and perceptions of organizational justice indirectly influence the relationship between servant leadership and perceptions of an ethical climate. Findings indicated that servant leadership was directly related to trust in leadership and perceptions of an ethical climate. Further, both trust in the leader and procedural justice indirectly influenced the relationship between servant leadership and ethical climate.


Author(s):  
Jacob K Tingle

Scholars in in educational leadership, business management, and organizational psychology have thoroughly explored the construct of organizational trust. While trust has attracted some attention from sport management scholars, the research has primarily focused on the individual, rather than organization. This manuscript provides an overview of the organizational trust literature with specific application to the area of intercollegiate athletic departments. Additionally, the Athletic Department Trust Scale (ADTS) is introduced as an instrument to measure organizational trust in the setting. The procedures taken to refine and test the instrument are summarized. Results revealed the ADTS as psychometrically sound.  The instrument was used to explore three research questions related to coaching tenure and status. Analysis of Variance (ANOVA) revealed significant differences between coaching tenure and organizational trust. Practical and research implications are also presented. 


2017 ◽  
Vol 11 (2) ◽  
pp. 143-160 ◽  
Author(s):  
Margaret C. Keiper ◽  
R. Douglas Manning ◽  
Seth Jenny ◽  
Tracy Olrich ◽  
Chris Croft

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