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Please use this identifier to cite or link to this item: https://dspace.lboro.ac.uk/2134/26504

Title: Reimagining leadership in sport management: lessons from the social construction of leadership
Authors: Billsberry, J.
Mueller, Jacqueline
Skinner, James
Swanson, Steve
Corbett, Benjamin
Ferkins, L.
Keywords: Leadership
Management
Social construction
Implicit leadership theory
Sport management
Sport business management
Issue Date: 2017
Publisher: © Human Kinetics
Citation: BILLSBERRY, J. ... et al, 2017. Reimagining leadership in sport management: lessons from the social construction of leadership. Journal of Sport Management, In Press.
Abstract: Conventional approaches to leadership in sport management regard leadership as a leader-centric phenomenon. Recent advances in the generic leadership literature have highlighted the way that people construct their own understanding of leadership and shown that these influence their assessment and responses to people they regard as leaders. This observer-centric perspective is collectively known as the social construction of leadership. In this conceptual paper, we demonstrate how this emerging theoretical approach can reframe and invigorate our understanding of leadership in sport management. We explore the research implications of this new approach, reflect on what this might mean for teaching, and discuss the practical ramifications for leadership in sport management that might flow from the adoption of this approach.
Description: This paper is closed access until it is published. Accepted author manuscript version reprinted, by permission, from Journal of Sport Management, 2017 (in press). © Human Kinetics, Inc.
Version: Accepted for publication
URI: https://dspace.lboro.ac.uk/2134/26504
Publisher Link: http://journals.humankinetics.com/journal/jsm
ISSN: 0888-4773
Appears in Collections:Closed Access (Loughborough University London)

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