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Elizabeth A. Taylor, Jessica L. Siegele, Allison B. Smith and Robin Hardin

the sport organizational workforce ( Hardin, Whiteside, & Ash, 2014 ; Whisenant & Mullane, 2007 ). Organizational Barriers Women face challenges in both vertical and lateral career mobility within collegiate athletic administration. Ascension into leadership positions typically requires working in

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Beth G. Clarkson, Elwyn Cox and Richard C. Thelwell

that they are a better head coach than you. Introduction to the Second Vignette: Work–Life Conflicts, Limited Career Mobility, and Marginalization In the second vignette, experiences of work–life conflicts, limited career mobility, and an ingrained system of prejudice in which men hold the power and

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Elizabeth A. Taylor and Robin Hardin

This study examined the experiences and challenges of 10 female Division I athletic directors. Four themes emerged from the interviews: (a) lack of female role models; (b) females are not qualified to manage football programs; (c) scrutiny about (lack of) ability and experience, and (d) benefits of intercollegiate coaching experience. The findings of this study suggest these are the central causes for females’ inability to reach maximum career mobility in the intercollegiate athletics industry. Participants encouraged women trying to enter the intercollegiate athletics industry to find a mentor who can advocate for them as they navigate through their career. In addition, participants encouraged those entering the industry to gain experience in as many facets of the athletic department as possible.

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David Fabianic

A salient feature of professional baseball is the absence of minority members serving in managerial positions. Traditionally, it has been argued that minority players did not occupy the playing positions from which managers were generally recruited, thus accounting for their lack of career mobility in baseball. However, examination of the distribution of minority players in major league baseball reveals that they generally appear in high interactor positions in proportion to their general percentage representation among all players. Although managers continue to be selected from high interactor positions, minority players are disregarded by ownership for managerial selection. This study generates an expected frequency of minority representation among managers, based on the positions from which managers are selected and the proportion of minority players occupying those positions.

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Leslie K. Larsen and Christopher J. Clayton

aspects of individuals including beliefs, expertise, and personality. Gender, negative perceptions about career mobility, burnout, and low self-efficacy are barriers that can occur at this level ( Burton & LaVoi, 2016 ). The interpersonal level includes relationships with colleagues, family, and other

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Molly Hayes Sauder, Michael Mudrick and Jaime R. DeLuca

. 71). The search committee also admitted that, regardless of the candidate’s credibility, she would probably be in a no-win situation due to being female. The aforementioned examples relate to the concept of intrafirm career mobility, which according to Sicherman and Galor ( 1990 ) is a product of

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Elizabeth A. Taylor, Allison B. Smith, Cheryl R. Rode and Robin Hardin

in the sport management academic setting if female faculty members face contrapower harassment from students. The women may not be seen as capable of holding a leadership position, and this would hinder their upward career mobility. The “glass cliff” phenomenon refers to women having their

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Nicole M. LaVoi, Jennifer E. McGarry and Leslee A. Fisher

( 2006 ) stated that we have to critique such practices at the structural level that reflect socio-cultural, embedded beliefs—many of which are entirely implicit—that allow us to think we are treating all coaches equitably when we are not. The bottom line is that women coaches’ career mobility has been

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Meg G. Hancock, Alicia Cintron and Lindsey Darvin

few women in this study demonstrated career mobility moving from internal to external positions. Often this move was in congruence with the career interests and goals associated with attaining the title of Athletic Director. Women who exhibited career mobility also had male mentors. This is not

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Meg G. Hancock, Lindsey Darvin and Nefertiti A. Walker

experience limited opportunities for advancement and lack of access to networks, mentoring, and role models ( Darvin & Sagas, 2017a ; Taylor & Hardin, 2016 ; Taylor, Smith, & Hardin, 2017 ). Within the sport industry, these barriers to leadership and upward career mobility may be attributed to the presence