Athletic Director Leader Behavior as a Predictor of Intercollegiate Athletic Organizational Effectiveness

1990 ◽  
Vol 4 (2) ◽  
pp. 161-173 ◽  
Author(s):  
Dallas Branch
Keyword(s):  
Interpersonal Relationships ◽  
Intercollegiate Athletics ◽  
Organizational Effectiveness ◽  
Leader Behavior ◽  
Athletic Director ◽  
Intercollegiate Athletic ◽  
Athletic Program ◽  
Management Philosophy ◽  
Athletic Leaders ◽  
Task Accomplishment

Intercollegiate athletics has come under increasing scrutiny. Questions of leadership and the NCAA’s Presidents’ Commission reflect new levels of exposure and commitment to clean the athletic house. The problem of defining the academic/athletic balance in big-time college sports has polarized faculty, administrators, and athletic leaders at many colleges and universities. The purpose of this study was to examine athletic director and selected assistant perceptions of leader behavior to determine whether their perceptions contributed significantly to the prediction of intercollegiate organizational effectiveness. Findings indicate that effective athletic organizations have leaders who are more predisposed to goal and task accomplishment than to developing good interpersonal relationships with their subordinates. Contemporary leadership theory and management philosophy suggests that organizations that can accomplish both are most effective. Athletic directors may want to adjust their leadership behaviors to meet the managerial demands of today’s intercollegiate athletic program.

A New Collegiate Model: Intra-Collegiate Athletics at BYU Idaho

2012 ◽  
Vol 1 (1) ◽  
pp. 85-93
Author(s):  
Erianne A. Weight ◽  
Barbara Osborne ◽  
Robert Turner
Keyword(s):  
Intercollegiate Athletics ◽  
Educational Experience ◽  
Junior College ◽  
Collegiate Athletics ◽  
Athletic Administration ◽  
National Scale ◽  
Intercollegiate Athletic ◽  
College Sport ◽  
Athletic Program ◽  
New Model

Aaron Kelly, a highly respected college sport consultant, is charged with the task of presenting a new model of intercollegiate athletic administration to a panel of leaders in the field. Coincidence and research led him to a successful National Junior College Athletic Association athletic program that was discontinued in pursuit of a new model of competitive intra-collegiate athletics when the institution transitioned to a four-year university. Given the purpose of athletics within the academe to facilitate an educational experience difficult to replicate through any other opportunity, (Brand, 2006; NCAA 2010; Rader, 1999) this program sheds light on a new way to view this tradition we have come to know as college sport. The purpose of this case is to highlight the tremendous potential for innovation that exists within the intercollegiate athletic model. While financial challenges make it difficult for many institutions to sponsor broad-based intercollegiate athletics programs, this model presents a design that can reduce expenditures and provide additional participation opportunities for education through athletics. As Kelly prepares for his presentation, he questions whether this model is ideal and how the landscape of intercollegiate athletics might be affected if implemented on a national scale.

Examining Sustainable Competitive Advantage in Intercollegiate Athletics: A Resource-Based View

2000 ◽  
Vol 14 (2) ◽  
pp. 133-153 ◽  
Author(s):  
Dennis L. Smart ◽  
Richard A. Wolfe
Keyword(s):  
Competitive Advantage ◽  
Intercollegiate Athletics ◽  
Theory And Practice ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Intercollegiate Athletic ◽  
Athletic Program ◽  
Resource Based View ◽  
Program Success ◽  
Exploratory Investigation

This paper addresses the determinants of intercollegiate athletic program success. We built our arguments on a recent development in the strategic management literature, the Resource-Based View (RBV) of the firm. Our purpose was to investigate the source of sustainable intercollegiate athletic program success. In making our arguments, we briefly reviewed the RBV literature and addressed appropriate success criteria for intercollegiate athletics programs. An exploratory investigation of Pennsylvania State University's football program led to the conclusion that the resources responsible for its enduring competitive advantage are the history, relationships, trust, and organizational culture that have developed within the program's coaching staff. An organization that possesses such organizational resources may sustain a competitive advantage by exploiting its human and physical resources more completely than other organizations. The paper concludes with discussions of the potential generalizability of our findings, their implications for theory and practice, and suggested future research directions.

Developing an Initial Marketing Plan for Intercollegiate Athletic Programs

1987 ◽  
Vol 1 (2) ◽  
pp. 146-158 ◽  
Author(s):  
William A. Sutton
Keyword(s):  
Service Area ◽  
Marketing Plan ◽  
Athletic Programs ◽  
Marketing Theory ◽  
Athletic Director ◽  
Intercollegiate Athletic ◽  
Intercollegiate Athletic Programs

This paper recommends an approach to the development and implementation of marketing plans with regard to intercollegiate athletic programs The thoughts expressed herein are based upon marketing theory and research advertising, and promotional management principles commonly used in mainstream business and industry but often overlooked in sport and athletics The author provides a series of steps to serve as guidelines for the sport manager/athletic director. By incorporating the theories and ideas set forth in this paper, the sports practitioner would be better equipped to develop a marketing plan applicable to the uniqueness and requirements of his or her particular institution or service area.

An Assessment of the Perception of Management and Leadership Skills by Intercollegiate Athletics Conference Commissioners

1998 ◽  
Vol 12 (2) ◽  
pp. 146-164 ◽  
Author(s):  
Jerome Quarterman
Keyword(s):  
Intercollegiate Athletics ◽  
Ncaa Division I ◽  
Survey Design ◽  
Leadership Skills ◽  
Division I ◽  
Athletic Administrators ◽  
Intercollegiate Athletic ◽  
Brain Hemisphere ◽  
Descriptive Survey ◽  
Management And Leadership

The purpose of this investigation was to assess the perceptions of intercollegiate athletics conference commissioners regarding skills associated with management and leadership. A descriptive survey design was used to collect the data. The study showed that commissioners (N = 75) of NCAA Division I, II, and III conferences rated skills associated with management higher than those associated with leadership (f[l,69] = 5.109, p = .0001). Based on a 5-point Likert scale, the survey concluded: (a) Overall mean rates for management (M = 3.61, SD = .680) were higher than for leadership (M = 3.28, SD = .636), and (b) mean rates for both management and leadership were above average (M = 3.00). Serendipitously, the skills of management and leadership were discovered to be associated with brain hemisphere and whole brain thinking. The investigation's findings may serve as a guide for further research on management and leadership of intercollegiate athletic administrators.

scholarly journals Up, Down, and All-Around: The Swirling-Transfer Collegiate Athlete Experience

2020 ◽  
Vol 2 (3) ◽  
Author(s):  
Ethan Swingle ◽  
Cristobal Salinas
Keyword(s):  
Intercollegiate Athletics ◽  
Collegiate Athletes ◽  
State University ◽  
Intercollegiate Athletic ◽  
Collegiate Athlete ◽  
Instrumental Case Study ◽  
Transfer Phenomenon ◽  
Unique Experience ◽  
Purposive Sample

Intercollegiate athletics have become an integral part of campus life (Denhart, Villwock, & Vedder, 2010; Mixon & Trevino, 2005; Shulman & Bowen, 2001), and have grown exponentially in the resources universities put forth to participate in this extracurricular activity (Clotfelter, 2011). One of the biggest evolutions of intercollegiate athletics has been the collegiate athlete transfer phenomenon (Cooper & Hawkins, 2014); however, little research has been conducted on transfer collegiate athletes, or the transfer collegiate athlete experience. As such, the purpose of this instrumental case study was to discover and describe the experiences and perceptions of swirling-transfer collegiate athletes at Athletic State University. A purposive sample included nine collegiate athletes (six football and three baseball) interviewed and observed to gain a holistic experience of the swirling-transfer phenomenon, with multiple supporting documents also collected and analyzed. Participants of this study describe this unique experience as “the roller coaster experience”. Each collegiate athlete perceives their participation in athletics and higher education as a means for social mobility and intends to pursue professional league opportunities. Recommendations to intercollegiate athletic governing associations, institutions, and scholars are included, with an emphasis of creating a database to track this subpopulation of transfer collegiate athletes, as well as educating practitioners who support these collegiate athletes every day.

Sport Psychology Considerations in Intercollegiate Athletics in the United States

2019 ◽  
Author(s):  
Christopher M. Bader ◽  
Scott B. Martin
Keyword(s):  
Mental Health ◽  
United States ◽  
Intercollegiate Athletics ◽  
Sport Psychology ◽  
Performance Enhancement ◽  
The United States ◽  
Optimal Level ◽  
Athletic Department ◽  
Intercollegiate Athletic ◽  
And Performance

As a field of study, sport psychology is relatively young, gaining its formalized start in the United States in the 1920s. Then and now, the practice of sport psychology is concerned with the recognition of psychological factors that influence performance and ensuring that individuals and teams can perform at an optimal level. In the past 30 years, sport psychologists have made their way into intercollegiate athletics departments providing mental health and performance enhancement services to intercollegiate student-athletes. The differentiation between mental health practice and performance enhancement practice is still a source of some confusion for individuals tasked with hiring sport psychology professionals. Additionally, many traditionally trained practitioners (in both mental health and performance enhancement) are unaware of the dynamics of an intercollegiate athletic department. The interplay of the practitioner and those departmental dynamics can greatly influence the efficacy of the practitioner.

Perceptions of Intercollegiate Athletic Programs: Priorities and Tradeoffs

1999 ◽  
Vol 16 (4) ◽  
pp. 301-325 ◽  
Author(s):  
Daniel S. Putler ◽  
Richard A. Wolfe
Keyword(s):  
Theory And Practice ◽  
Athletic Programs ◽  
Negative Effects ◽  
Intercollegiate Athletic ◽  
Athletic Program ◽  
Cluster Membership ◽  
Considerable Controversy ◽  
Intercollegiate Athletic Programs

Considerable controversy exists concerning university athletics. Depending upon one’s perspective, athletic programs are seen as having important positive, or negative, effects on universities. The objective of the research reported here is to determine whether perceptions of intercollegiate athletic programs differ as a function of issues such as winning, profits, ethics, and the education of athletes. Our analyses indicate that: (a) ethics and winning, and education and revenue, tend to be competing athletic program priorities; (b) individuals cluster in four groups that emphasize athletic program revenue, winning, education, and ethics; and (c) the extent to which cluster membership is related to constituency group (e.g., alumni, students, faculty) membership depends on the constituency group being considered. The paper concludes with a discussion of the implications of our findings for both theory and practice.

Consequences of Professional Burnout

2020 ◽  
pp. 11-16
Author(s):  
Stephen J. Swensen ◽  
Tait D. Shanafelt
Keyword(s):  
Health Care ◽  
Substance Abuse ◽  
Interpersonal Relationships ◽  
Organizational Effectiveness ◽  
Patient Experience ◽  
Health Care Professionals ◽  
Team Effectiveness ◽  
Work Environments ◽  
Clinical Depression ◽  
Personal Consequences

Work environments and interpersonal relationships often merge, eroding the passion and altruism of health care professionals and promoting burnout. Burnout of health care professionals negatively impacts safety, team effectiveness, staff turnover, professional productivity, organizational effectiveness, and organizational brand. Professionals also experience personal consequences from burnout including higher rates of relationship issues, alcohol and substance abuse, clinical depression, and suicide. Even more important, however, burnout has a profound, negative bearing on patient experience and outcomes.

Do Differences Make a Difference? Managing Diversity in Division IA Intercollegiate Athletics

2001 ◽  
Vol 15 (1) ◽  
pp. 10-50 ◽  
Author(s):  
Janet S. Fink ◽  
Donna L. Pastore ◽  
Harold A. Riemer
Keyword(s):  
Intercollegiate Athletics ◽  
Management Practice ◽  
Management Strategies ◽  
Diversity Management ◽  
Current Theory ◽  
Demographic Variables ◽  
Intercollegiate Athletic ◽  
Demographic Differences ◽  
Value Similarity ◽  
Managing Diversity

This study applies a framework of diversity initiatives as a basis of exploration into top management beliefs and diversity management strategies of Division IA intercollegiate athletic organizations. This framework utilizes issues of power, demographic and relational differences, and past literature regarding specific diversity strategies to empirically assess these organizations' outlooks regarding employee diversity. Results of the study suggest that Division IA intercollegiate athletic organizations operate in cultures that value similarity. Demographic variables predicted a significant amount of variance in employees' perceptions of diversity management strategies. In addition, demographic differences (being different from one's leader) accounted for an even greater amount of variance in these perceptions. Top management's beliefs in the benefits of diversity were related to perceptions of different diversity practices. That is, high beliefs resulted in higher levels of diversity management practice. Discussion of the findings relative to current theory in sport and implications for sport managers are noted.

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