Leadership in and out of the sport boardroom: new empirical insights

References

• Ansell, C., & Gash, A. (2012). Stewards, mediators, and catalysts: Toward a model of collaborative leadership. The Innovation Journal: The Public Sector Innovation Journal, 17(1), 1–21.
   Google Scholar
• Australian Sports Commission. (2015). Mandatory sports governance principles.
   Google Scholar
• Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60(1), 421–449. https://doi.org/10.1146/annurev.psych.60.110707.163621
   PubMed Web of Science ®Google Scholar
• Billsberry, J., Muller, J., Skinner, J., Swanson, S., Corbett, B., & Ferkins, L. (2018). Reimagining leadership in sport management: Lessons from the social construction of leadership. Journal of Sport Management, 32(2), 170–182. https://doi.org/10.1123/jsm.2017-0210
   Web of Science ®Google Scholar
• Chrobot-Mason, D., Gerbasi, A., & Cullen-Lester, K. L. (2016). Predicting leadership relationships: The importance of collective identity. The Leadership Quarterly, 27(2), 298–311. https://doi.org/10.1016/j.leaqua.2016.02.003
   Web of Science ®Google Scholar
• Cornforth, C. (2012). Nonprofit governance research: Limitations of the focus on boards and suggestions for new directions. Nonprofit and Voluntary Sector Quarterly, 41(6), 1116–1135. https://doi.org/10.1177/0899764011427959
   Web of Science ®Google Scholar
• Cullen, K. L., Palus, C. J., Chrobot-Mason, D., & Appaneal, C. (2012). Getting to “we”: collective leadership development. Industrial and Organizational Psychology, 5(4), 428–432. https://doi.org/10.1111/j.1754-9434.2012.01475.x
   Google Scholar
• Cullen, K., & Yammarino, F. J. (2014). Special issue on collective and network approaches to leadership. The Leadership Quarterly, 25(1), 180–181. https://doi.org/10.1016/j.leaqua.2013.12.005
   Google Scholar
• Cullen-Lester, K., & Yammarino, F. (2016). Collective and network approaches to leadership: Special issue introduction. The Leadership Quarterly, 27(2), 173–180. https://doi.org/10.1016/j.leaqua.2016.02.001
   Web of Science ®Google Scholar
• Davies, A. (2006). Best practice in corporate governance: Building reputation and sustainable success. Gower.
   Google Scholar
• Doherty, A., & Hoye, R. (2011). Role ambiguity and volunteer board member performance in nonprofit sport organizations. Nonprofit Management and Leadership, 22(1), 107–128. https://doi.org/10.1002/nml.20043
   Web of Science ®Google Scholar
• Erakovic, L., & Jackson, B. (2012). Promoting leadership in governance and governance in leadership: Towards a supportive research agenda. In A. Davila, M. Elvira, J. Ramirez, & L. Zapata-Cantu (Eds.), Understanding organizations in complex, emergent and Uncertain environments (pp. 68–83). Palgrave Macmillan.
   Google Scholar
• Ferkins, L., & Shilbury, D. (2010). Developing board strategic capability in sport organizations: The national-regional governing relationship. Sport Management Review, 13(3), 235–254. https://doi.org/10.1016/j.smr.2010.01.009
   Google Scholar
• Ferkins, L., & Shilbury, D. (2015). Board strategic balance: An emerging sport governance theory. Sport Management Review, 18(4), 489–500. https://doi.org/10.1016/j.smr.2014.12.002
   Web of Science ®Google Scholar
• Ferkins, L., Shilbury, D., & McDonald, G. (2005). The role of the board in building strategic capability: Towards an integrated model of sport governance. Sport Management Review, 8(3), 195–225. https://doi.org/10.1016/S1441-3523(05)70039-5
   Google Scholar
• Ferkins, L., Shilbury, D., & McDonald, G. (2009). Board involvement in strategy: Advancing the governance of sport organizations. Journal of Sport Management, 23(3), 245–277. https://doi.org/10.1123/jsm.23.3.245
   Web of Science ®Google Scholar
• Ferkins, L., Shilbury, D., & O’Boyle, I. (2018). Leadership in governance: Exploring collective board leadership in sport governance systems. Sport Management Review, 21(3), 221–231. https://doi.org/10.1016/j.smr.2017.07.007
   Web of Science ®Google Scholar
• Forster, J. (2006). Global sports organizations and their governance. Corporate Governance: The International Journal of Business in Society, 6(1), 72–83. https://doi.org/10.1108/14720700610649481
   Google Scholar
• Friedrich, T. L., Griffith, J. A., & Mumford, M. D. (2016). Collective leadership behaviors: Evaluating the leader, team network, and problem situation characteristics that influence their use. The Leadership Quarterly, 27(2), 312–333. https://doi.org/10.1016/j.leaqua.2016.02.004
   Web of Science ®Google Scholar
• Friedrich, T. L., Vessey, W. B., Schuelke, M. J., Ruark, G. A., & Mumford, M. (2009). A framework for understanding collective leadership: The selective utilization of leader and team expertise within networks. The Leadership Quarterly, 20(6), 933–958. https://doi.org/10.1016/j.leaqua.2009.09.008
   Web of Science ®Google Scholar
• Henry, I., & Lee, P. C. (2004). Governance and ethics in sport. In J. Beech & S. Chadwick (Eds.), The business of sport management (pp. 25–41). Pearson Education.
   Google Scholar
• Holloway, D. A., & van Rhyn, D. (2005). Effective corporate governance reform and organisational pluralism: Reframing culture, leadership and followership. Corporate governance: Does Any Size Fit? Advances in Public Interest Accounting, 11, 303–328. https://doi.org/10.1016/S1041-7060(05)11013-X
   Google Scholar
• Hoye, R. (2003). Who’s leading, who’s following? Leader-member exchange theory and voluntary sport boards. Annals of Leisure Research, 6(2), 103–113. https://doi.org/10.1080/11745398.2003.10600914
   Google Scholar
• Hoye, R. (2004). Leader-member exchanges and board performance of voluntary sport organizations. Nonprofit Management and Leadership, 15(1), 55–70. https://doi.org/10.1002/nml.53
   Google Scholar
• Hoye, R. (2006). Leadership within Australian voluntary sport organization boards. Nonprofit Management and Leadership, 16(3), 297–313. https://doi.org/10.1002/nml.108
   Google Scholar
• Hoye, R., & Cuskelly, G. (2007). Sport governance. Elsevier.
   Google Scholar
• Huse, M. (2005). Accountability and creating accountability: A framework for exploring behavioural perspectives of corporate governance. British Journal of Management, 16(S1), S65–S79. https://doi.org/10.1111/j.1467-8551.2005.00448.x
   Web of Science ®Google Scholar
• Inglis, S. (1997). Shared leadership in the governance of amateur sport. AVANTE, 3, 14–33.
   Google Scholar
• Jackson, B., & Parry, K. (2018). A very short, fairly interesting and reasonably cheap book about studying leadership (3rd ed.). Sage.
   Google Scholar
• Johnson, T., Martin, A., Palmer, F., Watson, G., & Ramsey, P. (2012). Collective leadership: A case study of the All Blacks. Asia-Pacific Management and Business Application, 1(1), 53–67.
   Google Scholar
• Manz, C. C., & Sims, H. P. (1991). Superleadership: Beyond the myth of heroic leadership. Organizational Dynamics, 19(4), 18–35. https://doi.org/10.1016/0090-2616(91)90051-A
   Web of Science ®Google Scholar
• Maxwell, J. (2013). Qualitative research design: An interactive approach. (Vol. 41). Sage Publications.
   Google Scholar
• Misener, K., & Doherty, A. (2009). A case study of organizational capacity in nonprofit community sport. Journal of Sport Management, 23, 457–482. https://doi.org/10.1123/jsm.23.4.457
   Web of Science ®Google Scholar
• O’Boyle, I., Murray, D., & Cummins, P. (2015). Leadership in sport. Taylor & Francis.
   Google Scholar
• O’Boyle, I., & Shilbury, D. (2016). Exploring issues of trust in collaborative sport governance. Journal of Sport Management, 30(1), 52–69. 32. https://doi.org/10.1123/JSM.2015-0175
   Web of Science ®Google Scholar
• O’Boyle, I., & Shilbury, D. (2017). Comparing federal and unitary models of sport governance: A case study investigation. Managing Sport and Leisure, 21(6), 353–374. https://doi.org/10.1080/23750472.2017.1289339
   Web of Science ®Google Scholar
• O’Boyle, I., Shilbury, D., & Ferkins, L. (2019). Toward a working model of leadership in non-profit sport governance. Journal of Sport Management, 33(3), 189–202. https://doi.org/10.1123/jsm.2018-0227
   Web of Science ®Google Scholar
• O’Brien, D., Parent, M., Ferkins, L., & Gowthorp, L. (2019). Strategic management in sport. Routledge.
   Google Scholar
• Parent, M. M., Beaupre, R., & Seguin, B. (2009a). Key leadership qualities for major sporting events: The case of the World Aquatics Championships. International Journal of Sport Management and Marketing, 6(4), 367–388. https://doi.org/10.1504/IJSMM.2009.029300
   Google Scholar
• Parent, M. M., Olver, D., & Seguin, B. (2009b). Understanding leadership in major sporting events: The case of the 2005 World Aquatics Championships. Sport Management Review, 12(3), 167–184. https://doi.org/10.1016/j.smr.2009.01.004
   Google Scholar
• Pye, A. (2002). Corporate directing: Governing, strategising and leading in action. Corporate Governance, 10(3), 153–162. https://doi.org/10.1111/1467-8683.00280
   Web of Science ®Google Scholar
• Sherry, E., & Shilbury, D. (2007). Impact of social expectations on ethical governance of sport organizations. Annals of Leisure Research, 10(3-4), 413–430. https://doi.org/10.1080/11745398.2007.9686774
   Google Scholar
• Shilbury, D. (2001). Examining board member roles, functions and influence: A study of Victorian sporting organizations. International Journal of Sport Management, 2, 253–281.
   Google Scholar
• Shilbury, D., & Ferkins, L. (2015). Exploring the utility of collaborative governance in a national sport organization. Journal of Sport Management, 29(4), 380–397. https://doi.org/10.1123/jsm.2014-0139
   Web of Science ®Google Scholar
• Shilbury, D., O’Boyle, I., & Ferkins, L. (2016). A research agenda for collaborative sport governance. Sport Management Review, 19(5), 479–491. https://doi.org/10.1016/j.smr.2016.04.004
   Web of Science ®Google Scholar
• Skinner, J., Edwards, A., & Corbett, B. (2015). Research methods for sport management. Routledge.
   Google Scholar
• Sport New Zealand. (n.d.-b). Nine steps to effective governance: Building high performance organisations (3rd ed.). Retrieved on November 8, 2019, from https://sportnz.org.nz/assets/Uploads/attachments/managing-sport/strong-organisations/Nine-Steps-to-Effective-Governance-Building-High-Performing-Organisations.pdf
   Google Scholar
• Tacon, R., & Walters, G. (2016). Modernisation and governance in UK national governing bodies of sport: How modernisation influences the way board members perceive and enact their roles. International Journal of Sport Policy and Politics, 8(3), 363–381. https://doi.org/10.1080/19406940.2016.1194874
   Web of Science ®Google Scholar
• Takos, N., Murray, D., & O’Boyle, I. (2018). Authentic leadership in nonprofit sport organization boards. Journal of Sport Management, 32(2), 109–122. https://doi.org/10.1123/jsm.2017-0282
   Web of Science ®Google Scholar
• Thomas, D. (2006). A general inductive approach for analyzing qualitative evaluation data. American Journal of Evaluation, 27(2), 237–246. https://doi.org/10.1177/1098214005283748
   Web of Science ®Google Scholar
• Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318. https://doi.org/10.1016/j.leaqua.2007.04.002
   Web of Science ®Google Scholar
• Weiss, R. (1994). Learning from strangers. The art and method of qualitative interview studies. Free Press.
   Google Scholar
• Welty Peachey, J., Zhou, Y., Damon, Z., & Burton, L. (2015). Forty years of leadership research in sport management: A review, synthesis, and conceptual framework. Journal of Sport Management, 29(5), 570–587. https://doi.org/10.1123/jsm.2014-0126
   Web of Science ®Google Scholar
• Yin, R. K. (2013). Case study research: Design and methods (5th ed.). Sage Publications.
   Google Scholar
• Yukl, G. (1999). An evaluative essay on current conceptions of effective leadership. European Journal of Work and Organizational Psychology, 8(1), 33–48. https://doi.org/10.1080/135943299398429
   Google Scholar