The concept of social effectiveness tends to be explained in terms of individual’s ability to identify, comprehend, and attain effective social networks that can produce advantageous career and life outcomes. Researchers have repeatedly demonstrated that a strong connection between social effectiveness and leadership effectiveness exists. However, while most undergraduate and graduate sport management skills textbooks include a chapter or several chapters about leadership, few devote more than several pages to social effectiveness constructs. Contemporary sport pedagogy articles about teaching leadership also do not explore the important connection between social effectiveness and leadership adequately. Therefore, given the salience of social effectiveness to leadership as well as the need for more complete investigations of the manner by which leaders engage in effective leadership behaviors, the present review critically examines social effectiveness as a means to successful sport leadership and proposes specific pedagogical practices for sport management educators.
Marshall Magnusen and Pamela L. Perrewé
Gerald R. Ferris and Pamela L. Perrewé
The sport management field has witnessed tremendous growth just in the past couple of decades, with more programs in universities at the undergraduate, masters, and doctoral levels. Because there is keen competition for jobs at all levels, but particularly at the Ph.D. level in university faculty positions, and the lack of material published on how best to train, develop, and prepare doctoral students, this article focused on developing a combined apprenticeship and mentoring perspective on Ph.D. training, and discussed some of the specific features of that pedagogical approach. Hopefully, these ideas will help educators in sport management doctoral programs with their educational endeavors.