Leader prototypicality in sport: The implicit leadership theories of women and men entering sport management careers |
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| Institution: | 1. Institute for Sport Business, Loughborough University London, Queen Elizabeth Olympic Park, London, E15 2GZ, UK;2. School of Management, Operations, and Marketing, University of Wollongong, Wollongong 2522, New South Wales, Australia;3. Fox School of Business, Temple University, 1801 Liacouras Walk, Philadelphia, PA, 19122, USA;1. UTS Business School, University of Technology, Sydney, City Campus, P.O. Box 123, Broadway, NSW, 2007, Australia;2. Temple University, United States;3. University of Queensland, Australia;1. School of Kinesiology, 50 Field House Drive, Louisiana State University, Baton Rouge, LA, 70803, USA;2. Indiana University School of Public and Environmental Affairs, Indiana University Purdue University Indianapolis, 801 W. Michigan Street, BS 4066, Indianapolis, IN, 46202, USA;3. Professional Studies Building, Suite 1111, P.O. Box 2000, State University of New York-Cortland, Cortland, NY, 13045-0900, USA;4. Department of Physical Education, Gyeongsang National University, Gyeongsangnam-do, Jinju-si, Jinju-daero, 501, Republic of Korea;1. Georgia Southern University, Department of Health Sciences and Kinesiology, PO Box 8076, Statesboro, GA 30460, United States;2. Texas A&M University, TAMU 4243, College Station, TX 77843-4243, United States;3. The University of North Texas, 1155 Union Circle #311160, Denton, TX 76203-5017, United States;1. School of Business and Economics, Loughborough University, Loughborough, UK;2. School of Sport, Exercise and Health Sciences, Loughborough University, Loughborough, Leicestershire, LE11 3TU, UK |
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| Abstract: | Implicit leadership theories (ILTs) matter because they are used as the benchmark against which people determine who is a leader and who is not. This assessment informs their behavioral responses. People are thought to have a superordinate-level ILT representing their prototypical mental model of leadership and a series of basic-level ILTs. Each of these represents how people conceptualize leadership in particular domains (e.g., sport, politics, and popular culture). In this study, the authors generate the structures of basic-level sport management ILTs for women and men who are about to enter this industry. These form the baseline from which socialization to work, organizational cultures, and the sport management industry begins. The ILTs of women entering sport management careers have a 35-item, 6-factor structure (Sensitivity, Knowledgeable, Physical Attractiveness, Inspirational, Dedication, and Focused), whereas men entering the industry have a 32-item, 7-factor structure (Sensitivity, Dedication, Physical Attractiveness, Focused, Creativity, Inspirational, Courageous). The resulting sport management ILT profiles differ from superordinate ones by emphasizing physical and vitality attributes, incorporating emotional elements, and by eschewing antiprototypical elements. The paper ends with a discussion of the implications for leadership research in sport management. |
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| Keywords: | Leadership Implicit leadership theory Leader categorization theory Sport management Sport business management Careers |
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