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In today’s challenging economic climate at most universities, kinesiology administrators are becoming increasingly aware of the need to participate in activities that will generate alternative revenue sources related to their academic mission. The ways deans and development officers communicate with alumni, potential donors, upper administrative leaders, and legislatures will all impact how successful the efforts to develop funds and partnerships will be. Successful fundraisers are those who can generate strategic alliances, create and market a plan that relates needs to societal issues of public interest and university priorities, and are able to identify partnerships that will produce an increase in resources. This paper provides strategies for identifying and connecting with key donors, building partnerships, developing the plan and cultivating internal and external audiences, aligning needs with university priorities, and working with legislatures.

Several studies in business and sport have noted systematic differences in leadership behavior between men and women. Many of these studies only examined leadership behavior from the perspective of the leader or the follower. This study’s purpose was to examine the impact that a coach’s gender may have on leadership behavior indicators as reported by leaders and followers. Collegiate women’s tennis coaches (M = 40; F = 71) and female collegiate tennis players (n = 167) participated in separate studies and completed the Revised Leadership Scale for Sports (Zhang, Jensen, & Mann, 1997), which assesses the following six leadership behaviors: training and instruction, democratic behavior, autocratic behavior, social support, positive feedback, and situation consideration. Study one examined self-reported leadership differences on the basis of sex from the leader’s perspective and found female coaches reported significantly less (p = .048) autocratic behavior than male coaches. Study two examined leadership differences from the female athletes’ perspective and found no significant differences in perceived leadership behavior based on the coach’s sex. These findings are subsequently discussed within the context of social role theory. The results of this study support the notion that perceived gender role orientations become linked to the social roles occupied rather than the leader’s gender.