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Author: Eric A. Wood
Publisher:
ISBN:
Category : Athletic directors
Languages : en
Pages : 182
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Book Description
There is increased information about the profile of current collegiate athletic directors as it relates to education, age, race, and gender. However, there is a gap in the knowledge of the career paths of the modern day Division I collegiate athletic director position compared to the athletic directors studied over 20 years ago. There is also a gap in the knowledge of the skills necessary to be an effective athletic director from the perspective of Division I athletic directors. The purpose of this study was to use the Perceptions of Division I Athletic Director Career Paths (PADCP) scale to determine their career paths. The goal was to not only understand the career paths of today's athletic directors but to compare the experiences with those from the 1994 foundational study conducted by Fitzgerald et al. (1994). This research is beneficial to aspiring and entry-level collegiate athletics administrators because the landscape of college athletics has changed significantly over the past 20 years. It is important for them to know the common experiences and required skill sets in order to navigate their path to the top.
Author: Eric A. Wood
Publisher:
ISBN:
Category : Athletic directors
Languages : en
Pages : 182
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Book Description
There is increased information about the profile of current collegiate athletic directors as it relates to education, age, race, and gender. However, there is a gap in the knowledge of the career paths of the modern day Division I collegiate athletic director position compared to the athletic directors studied over 20 years ago. There is also a gap in the knowledge of the skills necessary to be an effective athletic director from the perspective of Division I athletic directors. The purpose of this study was to use the Perceptions of Division I Athletic Director Career Paths (PADCP) scale to determine their career paths. The goal was to not only understand the career paths of today's athletic directors but to compare the experiences with those from the 1994 foundational study conducted by Fitzgerald et al. (1994). This research is beneficial to aspiring and entry-level collegiate athletics administrators because the landscape of college athletics has changed significantly over the past 20 years. It is important for them to know the common experiences and required skill sets in order to navigate their path to the top.
Author: Harold Thomas Swift
Publisher:
ISBN:
Category : African American athletic directors
Languages : en
Pages : 292
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Book Description
The focus of this study was to understand the career paths and experiences of Division I-A Athletic Directors. There are only 120 of these coveted positions in the country. The limited research on how to obtain this position led to this investigation. This research examined the career paths of 10 Division I-A ADs male (five African American and five White) and their experience reaching their position. A qualitative phenomenological approach was used as the methodology. One-on-one phone interviews were conducted using open-ended interview questions that elicited information from each participant. The Social Cognitive Career Theory and Critical Race Theory were the theoretical frameworks used as the lens in the data analysis process. Data analysis produced three major themes and several sub themes, some of which were supported by previous research. As in other studies, the majority of the participants were former college student-athletes and coaches, and they also held graduate degrees. Some of the necessary skills and experiences to obtain an athletic director's position were business acumen, networking skills, and volunteering opportunities. Although participants agreed that the skills and experiences were important to acquire, some participants also acknowledged the importance of being "called" to the position. In addition, the data reveal several factors pertaining to the lifestyle of an athletic director. ADs work extended hours, have suportive families, and must have thick skin and a sense of humor to handle the negative criticism from fans and alumni. Moreover, an emergent theme for holding this position was having the "right fit" with the university and the athletic department. According to the participants in this study, race was not a factor in obtaining their current athletic director positions. According to the Social Cognitive Career Theory, all the participants demonstrated high self-efficacy based on their education, skills, and experiences they acquired in pursuing and obtaining their Division I-A Athletic Director positions. While none of the participants openly acknowledged the role of race in their careers, a few of the African American ADs shared specific stories about the impact of race as they pursued or considered accepting their positions.
Author: Troy L. Arthur
Publisher:
ISBN:
Category : African American athletic directors
Languages : en
Pages : 0
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The purpose of this qualitative research was to investigate the relationship among self-identified Black male National Collegiate Athletic Association (NCAA) Division I Football Bowl Subdivision (FBS) athletic directors and their lived experiences of career attainment through the lens of Critical Race Theory (CRT). In addition to document analyses, this study used a phenomenological approach to answer two research questions. The first research question-referred to as "Factors Impacting Career" ("Factors")-asked what are personal, professional, social, and institutional factors that impact the individual career trajectories of Black male athletic directors? The second research question-referred to as "Strategies to Overcome Barriers" ("Strategies")-asked how do Black male athletic directors limit any actual or perceived barriers to their career development? Semi-structured, in-depth interviews were used to collect information from all (N = 12) of the FBS Black male athletic directors regarding their perspectives and perception of their credentials, and lived experiences. The results of the study revealed themes developed from the Gioia methodology. The finding of the study revealed three overarching dimensions that impacted the athletic directors' career trajectory. Allyship and nepotism were the two dimensions associated with "Factors" while networking with other minority leaders was the dimension associated with "Strategies". Pertaining to the "Factors" research question, the allyship dimension was supported by the emergent themes of mentorship and diverse network while the nepotism dimension was supported by the emergent themes of lack of privilege and cultural differences. Pertaining to the "Strategies" research question, the dimension of networking with other minority leaders was supported by the emergent themes of intrinsic motivation, gathering extensive experience, and being intentional about networking. Overall, the three overarching dimensions (i.e., allyship, nepotism, and networking with other minority leaders) and the seven emergent themes (i.e., diverse network, lack of privilege, mentorship, cultural differences, intrinsic motivation, gathering extensive experience, and being intentional about networking) advance the sport management field and CRT research by providing a deeper understanding of the perceptions and perspectives of some of the most powerful men in the sport industry who also happen to be Black. The study results may be used to understand the difference in opportunities in experience for Black athletic directors compared to white athletic directors. Implications reveal insights regarding Black athletic directors' challenges and limited opportunities-which confirm the hegemonic situation in sport leadership-and strategies for overcoming barriers.
Author: Ashley L. Kies
Publisher:
ISBN:
Category :
Languages : en
Pages : 0
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Author: Charles Franklin McClelland
Publisher:
ISBN:
Category :
Languages : en
Pages :
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Few studies were reported in the literature of researchers investigating variables affecting the operation or effectiveness of athletics at HBCUs. This study was designed to identify variables that athletic directors perceived would determine the athletic program's potential for effectiveness in the current NCAA Division I-AA and Division II structure. A questionnaire instrument containing 66 closed-ended items and a comment section was used to collect data. Fifty-eight positive, closed-response statements in nine categories were organized on a 5-point Likert scale. Another category of eight closed-response items were organized on a 3-point scale. Findings of the investigation included variables that were perceived to determine the effectiveness of football and basketball athletic programs. The following categories of variables were perceived to determine the effectiveness of athletics at HBCUs with Division I-AA football and basketball programs: revenue/funding and its influence, gender equity, NCAA policies and their influence, academics, the student-athlete, diversity, and the expertise of the athletic director. Data were analyzed through descriptive and nonparametric inferential statistics to describe and report findings. For the question, "Do athletic directors at HBCU Division I-AA and non Division I-AA football institutions differ in the proportion of their perceptions of the important variables that influence program effectiveness and the potential for program survival?" the researcher found that directors did not differ in their perceptions of variables that influence program effectiveness. Other findings that resulted from application of the Chi-square test were as follow: 1. Statistically significant differences were not found with respect to age, gender, or institutional size for any category of variables. 2. Statistically significant differences were not found with respect to years of experience for variable categories except for the influence of NCAA policies on football and basketball programs. 3. A statistically significant difference was found for the opinions of all participants on the influence of NCAA policies on football and basketball programs. Participants' comments were analyzed for similar themes and supported that the variables associated with revenue/funding and revenue generating determined the program's effectiveness. Participants also commonly acknowledged that tutorials and other support services for student-athletes influenced program effectiveness. These results may be useful to athletic directors and others engaged in planning for the sustainability of athletics at HBCUs.
Author: Dominick Mattessich
Publisher:
ISBN:
Category : College sports
Languages : en
Pages : 416
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Author: Glenn M Wong
Publisher:
ISBN:
Category :
Languages : en
Pages : 0
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College athletics, perhaps even more so than professional sports, engender a high degree of affinity and attachment. Boosters and alumni are willing to give millions to further the cause of their alma mater. Several schools welcome over one hundred thousand spectators from all over the country to a single home football game on autumn Saturdays. College football's 2014 (and last) Bowl Championship Series (“BCS”) National Championship game garnered some of the highest ratings in cable history. Every March economists estimate hundreds of millions of dollars in productivity is lost due to Madness. The position of Athletic Director is perhaps the most prestigious in all of college athletics. It is, in a sense, the general manager of a portfolio of sports teams that potentially represents the university in front of millions of spectators. However, the duties and responsibilities of an Athletic Director are very different from its professional counterpart. Instead of reporting to a team president or owner, the Athletic Director answers to the university president, chancellor, or board of directors (or governors). The teams do not belong to a professional sport league, but instead are part of the National Collegiate Athletic Association (“NCAA”). NCAA amateurism rules (for now) require that student-athletes are not paid, and therefore Athletic Directors primarily concern themselves with issues such as compliance, fundraising, and coaching contract decisions in lieu of salary caps, player contract negotiations, drafts and free agency. The purpose of this paper is to study how the constitution of Division I Football Bowl Subdivision (“FBS”) Athletic Directors has changed over the last twenty years. The revenues associated with college football and men's basketball have increased as those sports have become more popular. Given the rising stakes and increasing pressure to perform, many industry professionals believe that there is a conscience movement away from the traditional exercise of hiring ex-coaches as Athletic Directors toward a preference for individuals with a strong business background or previous Athletic Director experience. In support, many cite that the compensation package for top Athletic Directors has become commensurate with business executives who deal with tens or hundreds of millions in revenue. For example, Vanderbilt AD David Williams was the highest paid Athletic Director in 2013, earning over $3.2 million. In all, nine Athletic Directors that year posted earnings over $1 million. To study whether this hypothesized tendency toward business experience is accurate, and to identify other trends in the data, we gathered as much information as possible on the Athletic Directors of the 120 FBS institutions during the 1989-90, 1999-2000, and 2011-12 school years. The information was gathered using a variety of sources, including colleges and universities, news articles and media guides. The article is comprised of four sections. The first section describes the environment in which Athletic Directors operate in order to better understand their job responsibilities. In so doing, we attempt to briefly elucidate the operation of the NCAA and the athletic departments of universities. The second section explains the numerous duties of a college Athletic Director framed in the context of the difficult legal issues covering those duties. The third section examines the data we collected and analyzed, giving particular attention to collegiate playing and coaching experience, past Athletic Director experience, business background, education, age, and gender and race. This data is then compared among the three samples taken over the twenty year window. The final section, termed “Career Tracks,” draws conclusions on what paths recent Athletic Directors have taken to reach their positions.
Author: Kristene M. Kelly
Publisher:
ISBN:
Category :
Languages : en
Pages : 0
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Author: Meg C. Hancock
Publisher:
ISBN:
Category : Athletic directors
Languages : en
Pages : 526
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The roles of assistant and associate athletic director have been identified as positions in the "pipeline" to achieving the position of Athletic Director (Grappendorf, Lough, & Griffin, 2004; Lapchick, 2010). Given the underrepresentation of female Athletic Directors in intercollegiate athletics and the concern that women may experience difficulty accessing such positions, there is a growing need to understand the career experiences and expectations of women in senior-level management positions in intercollegiate athletics. The purpose of this study was to explore the career development of female assistant and associate athletic directors at NCAA Division I institutions. This study investigated participants' (a) career goals and expectations, (b) supports and barriers to career goals, and (c) negotiation strategies and coping mechanisms for managing barriers and supports in the pursuit of career goals. Data were collected from 15 senior-level female administrators in NCAA Division I intercollegiate athletics departments. Career goals for participants included (a) contributing to the development of student athletes and (b) advancing within an athletic department to a position of influence. For the majority of participants, a "position of influence" did not include a career goal of achieving the position of Athletic Director. Participants identified supports to achieving career goals as relationships with supervisors and mentors, professional development activities, opportunities for career advancement. Barriers to career goals included factors participants associated with a male-dominated industry and organizational structures. Participants perceived, however, the culture of intercollegiate athletics is shifting to one that is more gender inclusive. Moreover, findings suggest the perceived gender typing of positions in an athletic department may be a product of choice rather than a male-dominated industry or organizational structure. Finally, participants negotiated barriers by learning new skills, engaging networks, and through a process of self-reflection. Study findings provided valuable information for sport managers in intercollegiate athletics, the sport management classroom, and women and men entering intercollegiate athletic administration.
Author: David Parry Witter
Publisher:
ISBN:
Category :
Languages : en
Pages : 184
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