Personal Style and Administrative Behavior in Amateur Sport Organizations

1988 ◽  
Vol 2 (1) ◽  
pp. 26-39 ◽  
Author(s):  
Gordon A. Olafson ◽  
Dennis W. Hastings
Keyword(s):  
Decision Making ◽  
Predictive Accuracy ◽  
Leadership Behavior ◽  
Executive Directors ◽  
Sport Organizations ◽  
Personal Style ◽  
Administrative Behavior ◽  
Amateur Sport ◽  
Behavior Description ◽  
Sport And Recreation

This paper examines the effect of personal style on the administrative behavior of executive directors of sports governing bodies. Seventy-two executive directors from the National Sport and Recreation Centre in Ottawa and the Ontario Sport Administrative Centre in Toronto completed surveys designed to describe personal style (Personal Style Inventory) and administrative behavior (Leadership Behavior Description Questionnaire). Statistical analysis revealed significant differences in behavior based on personal style. The best model of prediction included the behavioral variables of representation, reconciliation, structure, tolerance of freedom, consideration, and predictive accuracy. The results of this study support the hypothesis put forward by Kilmann and Herden (1976) that a person’s behavior in a decision-making role may be a reflection of personal style. These findings suggest that it may be important to understand the contribution of personal style to the decision-making process. Further, this may be a helpful exercise in understanding administrators in many organizations and, particularly as it pertains to this study, in volunteer sport organizations.

Roles of the Board in Amateur Sport Organizations

1997 ◽  
Vol 11 (2) ◽  
pp. 160-176 ◽  
Author(s):  
Sue Inglis
Keyword(s):  
Nonprofit Organizations ◽  
Boards Of Directors ◽  
Theoretical Perspective ◽  
Community Relations ◽  
Board Members ◽  
Executive Directors ◽  
Sport Organizations ◽  
Amateur Sport ◽  
Board Roles ◽  
And Performance

Limited empirical data on the roles associated with boards of directors in nonprofit organizations are available, yet understanding the work of boards is vital to ensure the roles desired by organizational members and the roles required by the organization are being fulfilled. The roles or functions of boards in nonprofit organizations, as found in the management literature, were used to explore the roles associated with a sample of nonprofit amateur sport organizations. Data were generated from a survey of executive directors, volunteer presidents, and volunteer board members of sport organizations housed at Ontario's Provincial Sport Centre in Toronto. The survey data yielded a 4-factor subscale providing support for a theoretical perspective in assessing roles of the board in mission, planning, executive director, and community relations areas. Similarities and differences of respondents by gender and position on ratings of importance and performance for the board roles were explored with implications for board development discussed.

Does Decision Making Make a Difference? Patterns of Change Within Canadian National Sport Organizations

1995 ◽  
Vol 9 (3) ◽  
pp. 273-299 ◽  
Author(s):  
Lisa M. Kikulis ◽  
Trevor Slack ◽  
Bob Hinings
Keyword(s):  
Decision Making ◽  
Organizational Design ◽  
Professional Staff ◽  
Sport Organizations ◽  
Strategic Decisions ◽  
Fine Grained ◽  
The Core ◽  
Amateur Sport ◽  
Tightly Coupled ◽  
Dominant Paradigm

The theoretical rationale underpinning this study was that decision making structures are tightly coupled to the core values of organizations and thus have a high impact on organizational design change. Taking a fine-grained approach to the analysis of decision making, the purpose of this study was to determine whether amateur sport organizations have shifted away from the dominant paradigm of volunteer-led decision making in favor of professional staff authority and autonomy over strategic decisions. Data from a population of 36 Canadian national sport organizations were used to show that changes in decision making have occurred. However, the shift in control from volunteers to professionals has not been established. In addition, change in decision making varied according to the direction of change, the decision making dimension, and the decision topic.

scholarly journals The Modernization of Policy-Making Processes in National Sport Organizations: A Case Study of Athletics Canada

2015 ◽  
Author(s):  
Mathew Dowling ◽  
James Denison ◽  
Marvin Washington
Keyword(s):  
Decision Making ◽  
Policy Making ◽  
Descriptive Analysis ◽  
Sport Organizations ◽  
Structured Interviews ◽  
Amateur Sport ◽  
Decision Making Processes ◽  
Sport Organization ◽  
Policies And Programs

<p>This article explores the consequences of modernization on the policy-making processes of a singular National Sport Organization: Athletics Canada. In drawing upon the works of Green and Houlihan (2005) as a baseline comparison we examine how the organizations’ policy-making processes have changed over a 10-year period (2002-2012). Specifically, our analysis focuses on the nature and extent of these intra-organizational policy-related changes and how they have influenced the organizations’ decision-making capabilities. The descriptive analysis is informed by empirical data collected from eight in-depth semi-structured interviews with senior Athletics Canada personnel and concentrates on three inter-related themes (i) the development and prioritization of OTP-funded policies and programs; and (ii) the development and prioritization of evidence-based policies and programs, which, in turn, has resulted in (iii) increased inter-organizational relationship strain between Athletics Canada and its key delivery partners. More broadly, our investigation contributes to recent amateur sport scholarship that has sought to better understand how these broader socio-political shifts have influenced the specific decision-making processes of sport organizations.</p>

Perceived Leadership Behaviors among Multigenerational Managers

2020 ◽  
Vol 11 (1) ◽  
pp. 164-164
Author(s):  
Yanki Hartijasti ◽  
Dodi Wirawan Irawanto ◽  
Asri Laksmi Riani
Keyword(s):  
Organizational Performance ◽  
Baby Boomer ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Multigenerational Workforce ◽  
Generational Diversity ◽  
Gen Y ◽  
Perceived Leadership ◽  
Behavior Description ◽  
The One

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

The challenge of business ethics - management and the question of ethics

2011 ◽  
Vol 17 (1) ◽  
pp. 141-152
Author(s):  
Anton Jamnik
Keyword(s):  
Decision Making ◽  
Moral Philosophy ◽  
Ethical Leadership ◽  
Ethical Climate ◽  
Leadership Behavior ◽  
The Public ◽  
Management Ethics ◽  
Ethics Management ◽  
Thoughtful Reflection ◽  
Moral Management

Past several decades management has become a vital concern to society. If we look at pools, we notice that the public does not have good opinion abouth management ethics and business. For the management community to turn this situation around, significant efforts are required. It should be understood what management ethics means, why it is important and how it should be integrated into decision making. Principles of ethics from moral philosophy and management theory are available to inform interested managers. Next challenge is to avoid immoral management, transitioning from an amoral to a moral management mode of leadership, behavior, decision making policies and practices. Moral management stands on ethical leadership. It requires that managers search out those vulnerable situations in which in which amorality may reign if careful, thoughtful reflection is not given by management. Further requires that managers understand, and be sensitive to, all the stakeholders of the organization and their stakes. If the moral management model is to be achieved, managers need to integrate ethical wisdom with their managerial wisdom and to take steps to create and sustain an ethical climate in their organizations. When all that will be done, the desirable goals of moral management will be achievable.

scholarly journals Power and Decision Making in the Early Church

2020 ◽  
Vol 1 (2) ◽  
pp. 9-20
Author(s):  
Seth Akhilele
Keyword(s):  
Decision Making ◽  
Conflict Resolution ◽  
Organizational Behavior ◽  
Leadership Style ◽  
Leadership Behavior ◽  
Power Distance ◽  
Lessons Learned ◽  
Power Sharing ◽  
Early Church ◽  
Study Results

Abstract In this article, there is the intersection of biblical principles into the teaching and learning of organizational behavior. It examined the crisis in the early Church, as told in the Luke account of Acts of the Apostles Chapter six, and how the leaders decided to resolve the conflict. The exegetical analysis method revealed the lessons learned from the apostolic leaders’ decision-making strategy and the power play in their leadership style. The results included the need for decision making for conflict resolution, decision and empowerment, power distance advantage, and power-sharing advantage in the early Church. The decision-making style for resolving the conflict in the Church was then recommended for contemporary church leaders, in teaching organizational leadership behavior in Christian schools, and in practice in other organizations. The study results suggest that the Bible is a rich source of data for teaching organizational behavior. Keywords: Low-power distance, conflict resolution, decision making, church, power-sharing.

Leveraging Sports Events for LGBTQ2+ Inclusion: Supporting Innovation in Organizational Culture and Practices

2021 ◽  
Vol 10 (S1) ◽  
pp. S41-S45
Author(s):  
Emily K. Romano ◽  
Kyle A. Rich ◽  
Dennis Quesnel
Keyword(s):  
Sport Participation ◽  
National Level ◽  
Sport Organizations ◽  
Sports Events ◽  
Diversity And Inclusion ◽  
Sexuality And Gender ◽  
And Gender ◽  
Sport And Recreation ◽  
Recreation Organizations

In this case study, learners are introduced to Sloane, a diversity and inclusion officer who is working to create more inclusive sport and recreation opportunities in her community. A national-level sport event will be hosted in her community and provides an opportunity to elevate and accelerate the work she is already doing with sport and recreation organizations. Learners will develop an understanding of two key themes: LGBTQ2+ inclusion and event leveraging. Working through the case will require learners to think critically about sexuality and gender identity in the context of sport participation and organizations. Furthermore, learners will have the opportunity to think creatively about how they can support innovation in organizational cultures and practices with a view to fostering more inclusive, welcoming, and safe sport organizations.

Leadership Behavior Description Questionnaire (LBDQ & LBDQ-XII)

2013 ◽  
pp. 97-117
Author(s):  
Rody Rodriguez
Keyword(s):  
Leadership Behavior ◽  
Reliability And Validity ◽  
Main Factors ◽  
Behavior Description ◽  
Robust Reliability

This chapter focuses on the most widely used and known leadership instrument: The Leadership Behavior Description Questionnaire (LBDQ). The LBDQ, and its sibling the LBDQ-XII, have been around for more than 50 years and are still being used today. As a result, the purpose of this chapter is to examine the instrument by summarizing its background, and giving a perspective on the instrument’s reliability and validity. This was accomplished by looking at the LBDQ and LBDQ-XII’s long history, how it has been applied over the years, while focusing on the scales main factors of Consideration and Initiation of Structure. Additionally, many analyses of the instruments (LBDQ and LBDQ-XII) were reviewed to support the instruments robust reliability and validity. Lastly, the location and cost of the instruments were revealed in order for the reader to utilize the instrument under study.

The Size-Structure Relationship in Voluntary Sport Organizations

1996 ◽  
Vol 10 (1) ◽  
pp. 76-86 ◽  
Author(s):  
John Amis ◽  
Trevor Slack
Keyword(s):  
Decision Making ◽  
Organization Theory ◽  
Size Structure ◽  
Principal Factor ◽  
Sport Organizations ◽  
Structure Relationship ◽  
The Relationship ◽  
Structural Arrangements

Contingency theorists have consistently identified size as a major factor influencing the structure of an organization. This study examines the size-structure relationship in a set of voluntary sport organizations (VSOs). The results of the study generally support the trends identified in the organization theory literature; they also demonstrate that VSOs have unique features that influence the effect that size has on their structural arrangements. This is most noticeable when the association, or more specifically the lack of association, between size and the structure of decision making is examined. The relationship between professionals and volunteers, and their associated struggle for control of these organizations, is identified as a principal factor contributing to this situation.

Why Do Marketing Relationships End? Findings From an Integrated Model of Sport Sponsorship Decision-Making

2017 ◽  
Vol 31 (4) ◽  
pp. 401-418 ◽  
Author(s):  
Jonathan A. Jensen ◽  
T. Bettina Cornwell
Keyword(s):  
Decision Making ◽  
Brand Equity ◽  
Integrated Model ◽  
Marketing Mix ◽  
Economic Conditions ◽  
Sport Organizations ◽  
Sport Sponsorship ◽  
Marketing Relationships ◽  
Longitudinal Dataset

With firms spending $60 billion on sponsorship annually, it has become an integral part of the marketing mix and is necessary for the survival of many sport organizations. Despite the importance of these partnerships, conditions that may jeopardize what can be a long-term relationship for both sides are underresearched. Utilizing survival analysis modeling to examine a longitudinal dataset of 69 global sponsorships, the purpose of this research is to isolate factors that predict the dissolution of such partnerships and test a dynamic, integrated model of sponsorship decision-making. From the perspective of the sponsoring firm, congruence and high levels of brand equity were found to reduce the hazard of dissolution. Results indicate that economic conditions, such as an inflationary economy, are a statistically significant predictor of sponsorship dissolution. Increased clutter was also detrimental, with every one sponsor added increasing the hazard of dissolution, demonstrating the importance of exclusivity in global sponsorships.

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