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.
Laura J. Burton, Jon Welty Peachey, and Janelle E. Wells
Janelle E. Wells, Melanie Sartore-Baldwin, Nefertiti A. Walker, and Cheryl E. Gray
Stigmas and incivility are common across all facets of sport, yet empirical examination is lacking, especially when it comes to women in leadership positions. In intercollegiate athletics, the senior woman administrator position is designated by the National Collegiate Athletic Association as the highest ranking woman serving the athletic department, so this study examined the extent to which stigma consciousness and workplace incivility impact the work outcomes of 234 senior woman administrators. Structural equation modeling and open-ended responses demonstrated that stigma consciousness is associated with higher perceived incivility, which is associated with lower job satisfaction and perceived organizational opportunity. Thus, stigma consciousness and workplace incivility not only operate as influential independent factors within the workplace setting, but stigma consciousness also serves as an antecedent to workplace incivility. Managerial strategies empowering professionals may help reduce stigmas, prevent uncivil behaviors in the workplace, and ultimately, improve outcomes.
Zack J. Damon, Sarah Leberman, Janelle E. Wells, Laura Burton, Lesley Ferkins, Jim Weese, and Jon Welty Peachey
Hibbert et al.’s relationally reflexive practice framework guided the authors to develop a new sport leadership generative partnership model emphasizing privileging practice and the sport sector as it relates to researching, teaching, and practicing sport leadership. The 2019 North American Society for Sport Management symposium on sport leadership, titled “The Changing Face of Leadership Within Sport: What Does the Future Hold?” acted as a springboard for deep, reflexive conversations among the authors. Through the development of our model, we purposely highlight the process of a relationally reflexive journey making sense of our lived experiences, engaging with learnings from the symposium, and arguing that sport leadership and followership research and teaching ultimately should be about improving the sport sector within specific cultural contexts. We offer critically conscious considerations for privileging and embedding practice as part of sport management teaching, research, and service.