1. 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

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

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

4. Figure 5.1

5. 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

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

7. Managerial Roles: Interpersonal
Figurehead
Leader
Liaison

8. Managerial Roles: Informational
Monitor
Disseminator
Spokesperson

9. Managerial Roles: Decisional
Entrepreneur
Disturbance handler
Resource allocator
Negotiator

10. Mintzberg’s Managerial Roles Applied to Sport
See table 5.2

11. 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

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

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

14. 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)

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

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

17. 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

18. 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

19. 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

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

21. 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?