Perceptions of Role Ambiguity by Chairpersons and Executive Directors in Queensland Sporting Organisations

John Schulz and Christopher Auld

Sport Management Review, 2006, vol. 9, issue 2, 183-201

Abstract: The purpose of this study was to investigate the perceptions of role ambiguity experienced by the chairpersons and executive directors of Queensland State Sporting Organisations, specifically how role ambiguity was related to organisational design, satisfaction with organisational communication, and tenure. Data were collected by means of a mailed self-administered questionnaire from a sample of 118 paid executive directors and volunteer elected chairpersons. A response rate of 68% was obtained. The results indicated that there was no significant difference in the perception of role ambiguity by chairpersons and executive directors. However, role ambiguity was negatively related to organic organisational design, satisfaction with communication, and tenure.

Keywords: role; ambiguity; organisational; design; organisational; communication; volunteers; paid; staff (search for similar items in EconPapers)
Date: 2006
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Citations: View citations in EconPapers (8)

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