An investigation of destructive leadership in a Division I intercollegiate athletic department: Follower perceptions and reactions

2016 ◽  
Vol 11 (3) ◽  
pp. 297-311 ◽  
Author(s):  
Shannon Powers ◽  
Lawrence W Judge ◽  
Carole Makela
Keyword(s):  
Division I ◽  
Destructive Leadership ◽  
Athletic Department ◽  
Intercollegiate Athletic ◽  
Follower Perceptions

scholarly journals Learning Sport Management

2014 ◽  
Vol 3 (1) ◽  
pp. 39-50
Author(s):  
Jillian McNiff ◽  
Gil Fried ◽  
Kimberly Mahoney
Keyword(s):  
New York ◽  
Sport Management ◽  
Faculty Members ◽  
Division I ◽  
Athletic Department ◽  
Intercollegiate Athletic ◽  
The Right ◽  
Career Options ◽  
Major Division

Sport management seems like a glamorous career path. Many students believe if they do well in classes and graduate, they will be the next general manager of the New York Yankees or athletic director of a major Division I intercollegiate athletic department. While sport management professors hope that every student has the potential to succeed, it is incumbent upon faculty members and students to have a realistic expectation of their career options and a true understanding of what it takes to be successful. This article leads a fictitious student and faculty member through four years of the student’s educational adventure in sport management with special attention being given to what students can undertake to best prepare them for the future and improve their chances of landing the right job. This case study demonstrates the value of a comprehensive sport management education and what students can do to set themselves apart from their competition in the job market.

scholarly journals Athletes’ Perceptions of Coaches’ Emotional Intelligence Competencies

2010 ◽  
Vol 3 (1) ◽  
pp. 21-41 ◽  
Author(s):  
Jennifer L. VanSickle ◽  
Heidi Hancher-Rauch ◽  
Terry G. Elliott
Keyword(s):  
Emotional Intelligence ◽  
Emotional Competence ◽  
Relationship Management ◽  
The Self ◽  
Division I ◽  
Social Awareness ◽  
Self Awareness ◽  
Intercollegiate Athletic ◽  
Athletic Coaches ◽  
Self Perceptions

This study compared intercollegiate athletic coaches’ self-perceptions to the perceptions of their players concerning a coach’s emotional intelligence. Sixteen coaches and 223 players from two Division I softball conferences completed the Emotional Competence Inventory-2 (Boyaztis, Goleman, & Hay/McBer, 2001). Mean analysis revealed that coaches rated themselves higher on 14 of the 18 emotional intelligence competencies and on all four emotional intelligence clusters. Coaches rated themselves highest in Social Awareness (Error! Bookmark not defined.x̅ = 4.27/5) while their athletes rated them highest in Self-Awareness (Error! Bookmark not defined.x̅ = 3.63/5). Meanwhile, athletes gave coaches their lowest rating in Relationship Management (Error! Bookmark not defined.x̅ = 3.44/5). Coaches need to be aware that the self-perceptions of their own behavior differ from the perceptions of their athletes. Since it is well known that the behavior of the coach affects the performance of the athlete, techniques to train coaches to recognize and overcome this difference could be beneficial and are provided.

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.

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.

An Exploratory Study of the Transportation Practices Utilized by NCAA Universities: Preventative Measures for Coaches and Administrators

2011 ◽  
Vol 4 (3) ◽  
pp. 65-75
Author(s):  
Jennifer Beck ◽  
Bernie Goldfine ◽  
Susan Whitlock ◽  
Todd Seidler ◽  
Jin Wang
Keyword(s):  
Exploratory Study ◽  
High Rate ◽  
Division I ◽  
Transportation Safety ◽  
Athletic Programs ◽  
Division Iii ◽  
Intercollegiate Athletic ◽  
Preventative Measures ◽  
Athletic Teams ◽  
Intercollegiate Athletic Programs

Currently more than 1,000 NCAA member institutions have intercollegiate athletic programs. The athletic teams from all of these institutions must travel in order to participate in sanctioned competitions as well as some training sessions. Transportation methods vary and consist of airplanes, chartered buses, 12 and 15-passenger vans, university-owned vehicles, minibuses, and student-athlete vehicles. The purpose of this exploratory study was to determine and compare the current transportation practices of Division I, Division II, and Division III teams, in particular those transportation practices involving teams for sports which are typically non-revenue producing. A total of 120 colleges were randomly selected for this study, and 43% of these institutions responded. Results indicate that many teams are not using the safest methods to transport their athletes. Coaches are frequently called upon as drivers and 15-passenger vans are used at a high rate. Schools also failed to implement the majority of the National Transportation Safety Board (NTSB) recommendations for the transportation of student-athletes.

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