M.Ed. (Education Management)

This study was the outgrowth of a direct need. While the investigator was the director of athletics at a small California junior college, he was responsible for the production, management, and administration of the athletic contests which this college hosted. At that time, new to the field and to the post, he found there were numerous details of which he was completely unaware when preparing for contests in the various sports. Even in the sports with which he was most familiar, details materialized at contest time that had not been anticipated. In conferring with other directors of athletics who did not have a great depth of experiences, it was observed that they had the same problems.

The leadership role of sport administrators in South Africa is of prime importance as the local sports industry in South Africa is worth in excess of R2 billion annually. The most important variable in explaining sport administrators' success becomes leadership style. Sport administrators' roles are vital to the sporting industry and therefore the degree of job satisfaction they experience is of prime importance. The key objectives of the study were to determine the different styles of leadership available in sport administration departments, to identify factors affecting the progress and status of transformation in sport administration departments, to examine the factors affecting the progress of gender equity at tertiary institutions, to identify factors which influence job satisfaction or lack of it among sport administrators and coaches employed at tertiary institutions and to determine the organizational effectiveness of tertiary institution sport departments. The questionnaire was administered to 300 coaches who had to rate their sport administrators' leadership style and 140 sport administrators. A response rate of 78% (n=109) was obtained from sport administrators and 76% (n=227) were received from coaches. The data were analysed using the computer package SPSS. From the research the following conclusions can be drawn with respect to job satisfaction and leadership among sport administrators and coaches. The overall majority of the tertiary institution sport administrators adopted a transformational style of leadership. There was a lack of transformation in the industry and gender equity in the industry. There were reasonable de grees of satisfaction in the profession, however certain variables were more pronounced than others. The study proposed the following recommendations: Those sport administrators that are still practising a more transactional and laissez-faire approach to leadership should start adopting a more transformational approach to leadership. More females need to be placed in leadership positions at tertiary institution sport departments. With regard to transformation higher management at tertiary institutions should strive to create diversity by employing individuals from other race groups to ensure transformation at institutions of higher learning. This will also serve to rectify the imbalances of our past. Management at tertiary institutions should also strike a balance with regard to gender equity. With regard to improving coaches and sport administrators' job satisfaction higher management needs to adopt a policy of open communication between staff employed at the tertiary institution sport departments and themselves. / Thesis (Ph.D.)-University of KwaZulu-Natal, 2007.

The purpose of this study was to determine if differences exist among NCAA divisions I, II and III as well as between Athletic Directors and Primary Women Administrators with regard to the perceived competencies and preparatory coursework required of athletic administrators. A mail survey utilizing a six point forced choice Likert rating scale was constructed from a review of the literature and modifications of the survey instrument "Athletic Club Managers Survey" developed by Lambrecht (1986). The questionnaire contained 46 competency statements and 30 course content area statements as well as a set of demographic questions. The 1987-88 NCAA Directory listed 466 institutions which employed both an Athletic Director and a Primary Woman Administrator. Two hundred five of these institutions were systematically randomly selected and received two questionnaires, one for the Athletic Director and one for the Primary Woman Administrator. Three hundred and forty-nine questionnaires were returned yielding an 85% response rate. It was hypothesized that there were no significant differences between the responses of athletic administrators from the three divisions of the NCAA with regard to the competency and course content area statements. The analysis of variance technique was used to analyze the data. Where differences existed the Newman-Keuls test was employed to determine the location. The null hypothesis was rejected for 20 competency items and 17 course content area items. Athletic Directors and Primary Women Administrators were also studied. Fifteen competency items and 14 course content area items were rejected in this comparison. The top six ranked competency items were: 1. Enforce NCAA Rules, 2. Human Relations, 3. Staff Communications, 4. Decision Making Process, 5. Budget Preparation and Control, and 6. Interpret NCAA Rules. These top six ranked competency items were the same in each division, although the order of importance varied. Competency items were rated higher than course content area items. Of the top 16 items with means above 5.0, only three items were course content area items. Public Relations, Speech and Writing were the top three ranked courses. Results of this study indicate that there is limited significant difference among the three NCAA Divisions or between Athletic Directors and Primary Women Administrators in their perception of competencies and coursework necessary for athletic administrators. / Graduation date: 1990

The purpose of the study was to investigate the extent to which a relationship existed between the set of predictor variables including age, sex of the athletic director, years of experience as athletic director at the institution and the highest terminal degree held and the male and female head coaches' perceptions of the role of athletic director. The role of athletic director was defined in terms of the dimensions of Initiating Structure and Consideration as determined by the Leader Behavior Description Questionnaire - Form XII (LBDQ).Hypotheses were developed to determine if relationships existed between: (1) the set of predictor variables and the dimensions of Initiating Structure and Consideration as perceived by female head coaches; and (2) the set of predictor variables and the dimensions of Initiating Structure and Consideration as perceived by male head coaches. Hypotheses were also developed to determine the significance of increase which the addition of the sex designation of the athletic director has on the dimensions of Initiating Structure and Consideration as perceived by male and female head coaches,The population of the study consisted of athletic directors and 101 male and female head coaches from 34 women athletic departments from selected midwestern states. The universities selected were from those listed in the 1979-80 AIAW National Directory as having an enrollment of 1000 or more students.Athletic director data were obtained through the use of the Athletic Director Information Sheet (ADIS) which provided a list of male and female head coaches and demographic data. Head coaches completed the LBDQ. Scores for the dimensions of Initiating Structure and Consideration as determined by the male and female head coaches' responses to the LBDQ and demographic data as determined by ADIS responses were analyzed by multiple regression analysis to determine whether or not relationships significant at the .05 level existed between the set of predictor variables of the athletic director and the Initiating Structure and Consideration scores from the male and female head coaches.Findings1. The set of predictor variables including age, years of experience as athletic director at the institution, terminal degree held, and sex designation of the athletic director were found to be significantly related to the scores of female head coaches on the Initiating Structure dimension.2. There was no significant relationship between the set of predictor scores and the scores of the female head coaches on the Consideration dimension.3. No significant relationship existed between the set of predictor variables and the scores from the male head coaches on either the Initiating Structure or the Consideration dimension.4. The addition of the sex designation of the athletic direction provided no significant increase in the proportion of explained variance in predicting either male or female head coaches' perceptions on the Initiating Structure and Consideration dimensions from the set of predictor variables.Conclusions1. Female head coaches perceived athletic directors as exhibiting more of the characteristics of Initiating Structure which are associated with the formal or structural aspects of the organization.2. The age, sex, number of years as athletic director at the institution and the degree held did not produce a significant relationship when associated with the Initiating Structure and Consideration dimensions as perceived by the male head coaches.3. The sex of the athletic director did not significantly affect the relationship that existed between the athletic director and the male and female head coaches. 4. The Leader Behavior Description Questionnaire - Form XII provides one method of examining head coaches' perceptions of leader behavior of athletic directors on the dimensions of initiating Structure and Consideration.

This thesis has analyzed the roles of meet personnel responsible for the conduct of a collegiate style wrestling tournament. The personnel considered were the meet director, matchmaker, announcer, head scorer, assistant to the head scorer, individual statistics recorder, timekeeper, assistant timekeeper, match scorer, assistant match scorer, referee, head referee, and judge.The data were gathered through library research and collated into job descriptions. An analysis of the official rules of collegiate wrestling provided the edited rules section for each of the meet personnel.The findings of the study were presented in handbook form with each section providing a separate job description. The job descriptions were further organized into six areas of personnel function. The qualifications, location, assistants, equipment, duties, and governing rules of each official were reported.

The general problem in this study was to investigate the perceptions of the faculty representative to athletics with regard to intercollegiate athletics. This national study included the faculty representatives at all NCAA Division IA institutions in the United States. The return rate was 69% (N = 95). Particular concern was given to these specific areas of intercollegiate athletics: (a) the role of intercollegiate athletics, (b) funding of intercollegiate athletics, (c) recruitment of athletes, and (d) governance of intercollegiate athletics. A questionnaire was utilized to gather the responses. Based on this investigation, it was concluded that the faculty representative should have a more active leadership role in assisting the president on matters related to the governance of athletics. Furthermore, contrary to current beliefs, the faculty representative views intercollegiate athletics as an integral part of higher education. Also, the representatives believe that the athletic departments of their respective universities encourage an athlete to pursue his academic work. / Ed. D.

The purpose of this study is to identify which characteristics of student-athletes are most helpful in making administrative decisions about intercollegiate athletic programs, and then to develop a descriptive profile of a group of student-athletes at a particular university. Additional purposes include comparing these descriptive data with other group data and with perceptions of the same group of student-athletes by faculty administrators at the same university. Data were collected in four phases. First, a jury of three experts developed a list of student-athlete characteristics they believed to be helpful in making administrative decisions regarding those athletes. Next, information was gathered to develop a descriptive profile of a selected group of eighteen student-athletes based on the identified characteristics. Next, statistical comparisons were made with available data from other groups of students and from the eight Athletic Council members' perceptions of the study group. Major findings include the identification of useful characteristics, inconsistencies between student-athlete high school ranks in class and SAT scores, high scores in hostility, and accurate perceptions of student-athletes by Athletic Council members.

There are many choices of specialists to be utilized in a sport medicine support staff. The effectiveness of any athletic training program depends on the organization and utilization of these specialists. The purpose of this investigation was to review current practices of accessibility, utilization, and compensation of sports medicine support staff at NCAA Division I, II, and III institutions. A random sample of 225 NCAA institutions equally stratified by level (Division I, II, 111) was obtained from the National Association of Collegiate Directors of Athletics (NACDA) directory. A questionnaire was sent to 75 head athletic trainers in each of three NCAA divisions levels. Of the 225 questionnaires mailed, 178 were returned representing a 79% response rate.The accessibility and utilization of support staff was equally distributed with respect to gender and sports at all division levels. When examining the support staff, Division I had consistently higher accessibility and utilization rates than Division II and Ill. This study may assist athletic trainers to evaluate or update their program by reviewing current practices of accessibility utilization, and compensation of support staff. / School of Physical Education

This study examined gender differences in the leadership styles of Division I athletic directors. Perceptions of coaches and the athletic directors, themselves, regarding these styles were assessed. Ten Division I athletic directors (five male, five female) and six coaches (three male, three female) from each of the 10 schools completed a demographic questionnaire and a revised form of the Leader Behavior Description Questionnaire - Form XII.Six separate independent groups t-test indicated no significant differences between the self-perceptions of male and female athletic directors on any of the six factors of leadership. A 2 x'2 x 3 (AD Gender x Coach Gender x Coach) ANOVA with repeated measures on the final two factors showed no significant difference in the perceptions of all coaches of male athletic directors versus all coaches of female athletic directors. The results did demonstrated that the perceptions of male coaches were significantly different from female coaches on the leadership factors of structure, production emphasis, and integration, regardless of the gender of the athletic director. / School of Physical Education