In higher education in the United States, women are often underrepresented in leadership positions. When women try administration, they face a higher rate of attrition than their male counterparts. Given the lack of women in leadership positions and the failure of the academy to retain women administrators, a group of women administrators and faculty with many collective years of experience in higher education assembled to write this paper. Our writing group consisted of 2 Chairs, 2 Deans, 1 Associate Dean, 2 pre-tenure faculty members, and a Provost, representing four different institutions. The authors of this paper suggest that applying the proposed model of transformational leadership within the field of Kinesiology may have a two-fold benefit. It may increase the number of women in administrative positions and it may extend how long women choose to serve in an administrative capacity. Components of the model include developing personal and professional characteristics that motivate faculty to perform beyond expectations, and understanding gender-related and kinesiology-specific challenges of administration. In addition, recommendations are made for pursuing careers in administration, and for pursuing future research projects. We hope that through this paper, we have started an important and open discussion about women in leadership roles, and ultimately, encouraged some prospective leaders to consider a career in higher education administration.
Lynda B. Ransdell, Sarah Toevs, Jennifer White, Shelley Lucas, Jean L. Perry, Onie Grosshans, Diane Boothe and Sona Andrews
Ian O’Boyle, David Shilbury and Lesley Ferkins
The aim of this study is to explore leadership within nonprofit sport governance. As an outcome, the authors present a preliminary working model of leadership in nonprofit sport governance based on existing literature and our new empirical evidence. Leadership in nonprofit sport governance has received limited attention to date in scholarly discourse. The authors adopt a case study approach involving three organizations and 16 participant interviews from board members and Chief Executive Officers within the golf network in Australia to uncover key leadership issues in this domain. Interviews were analyzed using an interpretive process, and a thematic structure relating to leadership in the nonprofit sport governance context was developed. Leadership ambiguity, distribution of leadership, leadership skills and development, and leadership and volunteerism emerged as the key themes in the research. These themes, combined with existing literature, are integrated into a preliminary working model of leadership in nonprofit sport governance that helps to shape the issues and challenges embedded within this emerging area of inquiry. The authors offer a number of suggestions for future research to refine, test, critique, and elaborate on our proposed working model.
Sarah Lawrason, Jennifer Turnnidge, Luc J. Martin and Jean Côté
-range leadership model. The model includes a spectrum of active to passive leadership behaviors that lead to adaptive or maladaptive follower outcomes ( Bass & Riggio, 2006 ). The three leadership styles included in the original model are transformational, transactional, and laissez-faire leadership ( Bass
Alison J. Doherty and Karen E. Danylchuk
This study examined the leader behavior of interuniversity athletic administrators according to Bass's (1985) transformational/transactional leadership model. The impact of that behavior on subordinates’ satisfaction with leadership, perceived leader effectiveness, departmental commitment, and extra effort was also examined. A sample of head coaches from Ontario universities (N = 114) completed the Multifactor Leadership Questionnaire (MLQ) Form 5X (Bass & Avolio, 1991) with regard to their athletic administrators. The resultant profile was one of predominantly transformational as opposed to transactional or nonleadership behavior. Furthermore, leader-centered behavior (idealized influence, attributed charisma) was used more often than subordinate-centered behavior (individualized consideration, intellectual stimulation). Coaches' satisfaction with leadership, perceived leader effectiveness, and extra effort were positively and strongly associated with transformational leadership and contingent reward behavior, whereas negative relationships were observed for management-by-exception (passive) and nonleadership behaviors. Leader behavior was not associated with the coaches' commitment to the athletic department.
fascinating leadership models and organizational strategies. To answer their research question, Armour and Levitt explore a variety of critical shifts in the game from baseball’s early days to the advent and explosion of the use of analytics in making decisions both on the field and in the front office. As
G. Matthew Robinson, Mitchell J. Neubert and Glenn Miller
response, leadership researchers have begun placing more emphasis on servant-leadership models, which consider a shared perspective where the interactions between leaders and followers are paramount ( Dyck & Neubert, 2010 ; Van Dierendonck, 2011 ). Servant leadership is a model of leadership that suggests
James J. Zhang
America may often be different from those adopted in countries located in other continents or regions. Leadership models differ because common values, ethics, beliefs, perceptions, and attitudes vary from culture to culture, country to country, and even region to region. The importance and relevance of
Chen Chen and Daniel S. Mason
initial focused markets . . . traditional leadership models derived in the United States have not been designed for broader, international applications . . . . As U.S. industry continues on the global path, openness to diversity will be a necessary prerequisite for successful competition and partnership
Lesley Ferkins, James Skinner and Steve Swanson
). It is perhaps the section on indigenous leadership perspectives that best exemplifies this as well as makes the connection to our theme. Here, the authors explain that leadership models developed in Western settings are largely based on assumptions that the basis of human motivation is individualism
Kurtis Pankow, Amber D. Mosewich and Nicholas L. Holt
. , Thoroughgood , C. , Johnson , J.E. , & Ligon , G.S. ( 2011 ). First and ten leadership: A historiometric investigation of the CIP leadership model . Leadership Quarterly, 22, 70 – 91 . doi:10.1016/j.leaqua.2010.12.008 Jowett , S. ( 2017 ). Coaching effectiveness: The coach–athlete relationship