Leader prototypicality in sport: The implicit leadership theories of women and men entering sport management careers

Steve Swanson, Jon Billsberry, Aubrey Kent, James Skinner and Jacqueline Mueller

Sport Management Review, 2020, vol. 23, issue 4, 640-656

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.

Keywords: Leadership; Implicit leadership theory; Leader categorization theory; Sport management; Sport business management; Careers (search for similar items in EconPapers)
Date: 2020
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Citations: View citations in EconPapers (1)

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DOI: 10.1016/j.smr.2019.08.002

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