5 Managerial Leadership in Sport Organizations C H A P T E R   Jerome Quarterman, Howard University Ming Li, Ohio University Lucie Thibault, Brock University Chapter 5

Theoretical Approaches to Management Theoretical approaches to managing people Scientific management approach Human relations management approach Process (administrative) approach to management  

Management Functions Underlying processes of management Originally seven: POSDCRB Reduced to five (Jones & George, 2009): Planning Organizing Staffing Directing Controlling and evaluating

Figure 5.1

Management Process of a GM in a Sport Organization See table 5.1 Definitions of managerial functions Examples of how a sport manager practices them  

Managerial Roles Typical manager performs 10 roles, according to Mintzberg Role categories Interpersonal Informational Decisional

Managerial Roles: Interpersonal Figurehead Leader Liaison

Managerial Roles: Informational Monitor Disseminator Spokesperson

Managerial Roles: Decisional Entrepreneur Disturbance handler Resource allocator Negotiator

Mintzberg’s Managerial Roles Applied to Sport See table 5.2

Leadership Parallels and differences in the roles of leaders and managers Approaches to the study of leadership Theories that attempt to explain why some people are good leaders and others are not Models that represent observed patterns of effective leadership that can be learned

Contemporary Approach to Leadership Full range of leadership model (Bass & Avolio, 1994) Transactional leadership Nontransactional: laissez-faire leadership Transformational style of leadership Managerial leadership

Classifications of Managers Top-level managers Middle-level managers Supervisory-level managers See table 5.6 for examples of titles of managers

Decision Making, Authority, and Power  Steps in decision making Defining and framing the problem Identifying criteria for decision Developing and evaluating alternatives Selecting an alternative Implementing the alternative Evaluating the effectiveness of the decision (continued)

Decision Making, Authority, and Power (continued) The ability to influence others Control over resources Distinction between power and authority

Sources of Power Legitimate or positional power Reward power Coercive power Referent power Expert power Information

Human Resource (HR) Management Decisions involving a sport organization’s labor force HR elements to consider What human resources are needed and in what role Recruitment and selection of personnel Orientation of personnel Training Performance appraisal

Organizational Diversity Diverse workforce in the sport industry Importance and advantages of organizational diversity Representations of diversity  Factors leading to the unfair treatment of diverse employees

Strategies to Manage Organizational Diversity Four proposed by Dass and Parker (1999) Reactive Defensive Accommodative Proactive  Studies suggest that diversity can promote the success of sport organizations

Practical Application Critical thinking in organizational behavior and HR management Ethics in the leadership of sport organizations

Three Review Questions 1. Why do sport management majors need to understand management theory? 2. What is the difference between power, authority, and leadership? Provide an example of each from the sport industry. 3. How can diversity enrich the operations and effectiveness of sport organizations?