This study extends stress research by exploring sport psychologists’ experiences of organizational stressors. Twelve accredited sport psychologists (6 academics and 6 practitioners) were interviewed regarding their experiences of organizational stress within their jobs. Content analysis involved categorizing the demands associated primarily and directly with their occupation under one of the following general dimensions: factors intrinsic to sport psychology, roles in the organization, sport relationships and interpersonal demands, career and performance development issues, and organizational structure and climate of the profession. A frequency analysis revealed that academics £AOS = 201) experienced more organizational stressors than practitioners £APOS = 168). These findings indicate that sport psychologists experience a wide variety of organizational stressors across different roles, some of which parallel those found previously in other professions. The practical implications for the management of stress for sport psychologists are discussed.
David Fletcher, James L. Rumbold, Robert Tester and Matthew S. Coombes
Jesse Sakires, Alison Doherty and Katie Misener
This study examined perceptions and correlates of role ambiguity among sport administrators in voluntary sport organizations. Building on the seminal work of Kahn, Wolfe, Quinn, Snoek, and Rosenthal (1964), a multidimensional measure of role ambiguity in the organizational setting was developed for this purpose. The sample consisted of 79 paid staff and 143 volunteer board members from provincial voluntary sport organizations. Respondents completed an online questionnaire that included items pertaining to role ambiguity, job satisfaction, organizational commitment, effort, and demographic variables including age, gender, position, organization tenure, and position tenure. Preliminary support was found for a three-dimensional model of role ambiguity consisting of scope of responsibilities ambiguity, mean-sends knowledge ambiguity, and performance outcomes ambiguity. Role ambiguity was negatively associated with age, job tenure, and organization tenure, with more years of experience reflecting greater role clarity. Greater role ambiguity was also associated with lower levels of satisfaction, organizational commitment, and effort. In addition, ambiguity pertaining to scope of responsibilities was the primary predictor of both satisfaction and organizational commitment, while performance outcomes ambiguity and means-ends knowledge ambiguity significantly predicted effort. Implications for the management of role ambiguity in voluntary sport organizations, and the merits of a multidimensional approach to understanding this phenomenon, are discussed.
W. James Weese
The areas of leadership and organizational culture continue to capture the interest of researchers and practitioners alike. Some suggest that these two areas might hold the key to understanding and predicting organizational effectiveness. Others remain skeptical, offering that effectiveness is determined by a variety of factors, many of which fall beyond the scope of the leader's influence or the culture of the organization. The purpose of this preliminary investigation was to explore the relationships that exist between transformational leadership (measured by the Leadership Behavior Questionnaire, organizational culture (measured by the Culture Strength Assessment), and organizational effectiveness (measured by the Target Population Satisfaction Index) in the campus recreation programs of both the Big Ten and Mid-American Conferences (N = 19). The directors of these programs were given considerable levels of job autonomy to lead their respective programs as well as the opportunity to alter and/or imbed a desired culture during their administration. Significant differences were uncovered in both conferences for executive transformational leadership and organizational effectiveness. However, no significant relationship was uncovered between transformational leadership and organizational effectiveness. A significant relationship was discovered between organizational culture strength and organizational effectiveness.
K. Andrew R. Richards, Nicholas Washburn and Ye Hoon Lee
, while neglecting contextual factors that may help individuals use more adaptive strategies ( Duke, Goodman, Treadway, & Breland, 2009 ). Perceived organizational support (POS), or “employees’ perception of the extent to which the organization values their contribution and cares about their well
Paul A. Sellars, Lynne Evans and Owen Thomas
This study examined the perfectionism experiences of 10 elite perfectionist athletes (5 male and 5 female). Following completion of the Sport Multidimensional Perfectionism Scale-2 (Gotwals & Dunn, 2009), a purposeful sample of unhealthy perfectionists were interviewed in relation to the study aims. Several themes emerged from the data that related to: effects of perfectionism and its antecedents on sporting experiences, specificity and level of perfectionism, and the coping skills and techniques used to counter the potentially detrimental effects of perfectionism. The findings highlighted the multidimensional nature of perfectionism and the need for future research to further explore the efficacy of techniques athletes use to promote healthy and reduce unhealthy facets of perfectionism.
Glynn M. McGehee, Beth A. Cianfrone and Timothy Kellison
with how a team or athlete wants information covered and the way the media reproduce that information. Media framing researchers have shown that the messages presented by the media are influenced by the media’s self-interests and do not always reflect how the organization or athlete presented the
Emily A. Hall, Dario Gonzalez and Rebecca M. Lopez
Clinical Scenario Several studies 1 – 4 have examined collegiate athletic trainer job satisfaction from various angles. In addition, advocating for patient-centered medicine has been a prevalent topic in the healthcare community at large. However, research examining the organizational hierarchy of
Per G. Svensson, Seungmin Kang and Jae-Pil Ha
Research studies examining managerial aspects of sport-based social change efforts by sport for development and peace (SDP) organizations are increasingly available in the sport management literature ( Schulenkorf, 2017 ). For example, researchers have examined the organizational capacity of
The purpose of this study was to analyze the organizational effectiveness of Finnish sports clubs (n = 835) from an open systems perspective. Five dimensions of effectiveness were examined, including the ability to obtain resources, internal atmosphere, efficiency of the throughput process, realization of aims, and general level of activity. All dimensions except internal atmosphere were intercorrelated. The findings indicated that many features of effectiveness were largely linked to the size of the membership, ideological orientation, and organizational environment. Success orientation was found to be incompatible with a relaxed atmosphere.
; Kamphoff, Armentrout, & Driska, 2010 ; LaVoi & Dutove, 2012 ; Norman & Rankin-Wright, 2016 ; Norman, Rankin-Wright, & Allison, 2018 ; Shaw & Allen, 2009 ). Instead, the focus of this present study is on women’s role in another level of sport organizations and within the coaching workforce: that of