Greg Gardner and Gary L. Harrelson
Jeffrey Graham and Sylvia Trendafilova
This case challenges future sport managers to consider the importance of organizational structure and the impact structure has on job performance and motivation. In the case, students are presented with a university ticket sales department with a traditionally tall bureaucratic organizational structure. In 2014, the department struggled with poor performance, high turnover, and low levels of employee morale. However, the department took drastic steps and adopted an organizational structure that is based on the idea of self-managed teams. Now in 2016 the department is undergoing a thorough evaluation to see whether the organizational change made two years ago has had a positive impact. Even though the case uses a fictional university (i.e., Western Field University), the issues and challenges involved in changing an organizational structure, motivating employees, and leading change stem from real-world situations. The case contains ticket sales data, employee turnover information, and sample quotes from employees that aid in the analysis. This case is intended for use in human resource management classes, but it also has implications for organizational behavior or leadership courses.
By virtue of their formal role in sport organizations, sport administrators are responsible for empowering subordinates to establish and achieve goals. The extent of their leadership skills will largely dictate the outcome of their actions with subordinates. After nearly a century of research on leadership, the question still remains as to what makes an effective leader. There are no absolute truths and no general panaceas about effective managerial leadership. However, a careful review of the literature reveals that a lot more is known about this topic than is usually acknowledged. The purpose of this article is to (a) express a perspective regarding leadership, (b) draw lessons from the leadership literature, (c) gain insights from research about leadership effectiveness, and (d) infer from this literature prescriptions for practicing sport administrators. The article reviews the research literature that pertains to (a) leadership influence and power, (b) leadership traits and skills, (c) leadership behaviors, (d) situational leadership, and (e) charismatic and transformational leadership.
Emily Sparvero, Randall Griffiths and Jacob Tingle
Bobby can employ the Situational Leadership Model. Additionally, prepare to explain why Ricky and Bobby should better understand themselves before trying to lead others. Case 4: The Frackers This week, one of our TSLC founders has another new client to introduce to us. She begins, “This week
Stephen Frawley, Daniel Favaloro and Nico Schulenkorf
, D. , & Cohen , R. ( 2001 ). Experience-based learning . In G. Foley (Ed.), Understanding adult education and training ( 2nd ed. , pp. 225 – 239 ). Sydney, Australia : Allen & Unwin . Avery , G.C. , & Ryan , J. ( 2002 ). Applying situational leadership in Australia . Journal of
Jon Billsberry, Jacqueline Mueller, James Skinner, Steve Swanson, Ben Corbett and Lesley Ferkins
leadership relevant to everyone in every situation. Leadership is not the preserve of the “good and the great”; instead, it gives us a theoretical way to explain leadership in all strata of society. In the world of the social constructionist, there is no objective world waiting to be discovered. Instead