Organizational Behavior Projects
IMPACTS OF ORGANIZATIONAL CULTURE ON EMPLOYEE TURNOVER
White Paper & Embedded Video Presentation
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This study surveyed (N= ~1300) current athletic department employees to examine organizational culture and climate variables within this realm and interviewed eighteen former employees who had left the industry to see what experiences led to their departure from the industry. Findings consistently indicated high levels of workload - current employees indicated high levels of job support, but those who had departed highlighted “work first, personal life second” culture in collegiate sport. Recommendations include acknowledging career and life transitions, intentional development programs, and providing more opportunities for growth and recognition.
2023-2024 Grant Project
Meg Hancock, Ph.D., University of Louisville
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Elizabeth Taylor, Ph.D., Temple University
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Ehren R. Green, Ph.D., Temple University
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Amy Giddings, Ph.D., Temple University
COMPASSIONATE LEADERSHIP IN COLLEGE ATHLETICS:
“IT’S A COMPETITIVE ADVANTAGE”
White Paper & Embedded Video Presentation
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Division I athletic departments have contended with loss of revenue following the COVID-19 pandemic, record turnover in employees (Huml et al., 2022), and rising costs to support the needs of student-athletes. Research has suggested that compassionate leadership is critically important during moments of crisis (Powley & Piderit, 2008) as well as in everyday scenarios (Dutton et al., 2014; Shuck et al., 2019). Compassionate leaders foster more loyalty and engagement (Shuck et al., 2019), as well as a sense of purpose, professional growth, and overall better mental and physical well-being (Tramuto, 2022). As a result, compassionate leaders foster healthier work environments, stronger teams, and deliver results even in times of turmoil (Tramuto, 2022). This qualitative study explored the leadership of compassionate athletic directors in NCAA Division I. Specifically, we explored compassionate leadership as a lived experience and how such leadership guides actions and builds relationships. To date, nine NCAA Division I athletic directors (8 men, 1 woman) representing FBS and FCS schools and conferences have been interviewed for this study. These individuals were identified as
compassionate leaders by peer athletic administrators in the industry. The findings from these interviews follows.
2022-2023 Grant Project
Meg G. Hancock, PhD, University of Louisville
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Ehren R. Green, PhD, Temple University
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Brad Shuck, EdD, University of Louisville
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Matthew Thorne, MS, Student; University of Louisville
Census of Athlete Monitoring Practices by ACC Varsity Athletic Teams
2021-2022 Grant Project
Jay Hertel, PhD, ATC, University of Virginia
Natalie Kupperman, M.Ed., ATC, University of Virginia
Michael Curtis, MEd, CSCS, University of Virginia
2020-2021 Grant Project
Kyle Bunds, PhD, Associate Professor, Department of Parks, Recreation and Tourism Management, North Carolina State University
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Elizabeth Taylor, PhD, Assistant Professor, School of Sport, Tourism and Hospitality Management, Temple University
Matt Huml, Ph.D., Assistant Professor, University of Cincinnati, Sport Management, University of Cincinnati
Julie Wayne, Professor, School of Business, Wake Forest University
Whitepaper & Embedded Video Presentation
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Previous research on work-life balance in college athletics has examined the experiences of coaches, athletic administrators, and support staff, finding high levels of work-life conflict, burnout, and work addiction. However, limited research has looked at (a) the impact of organizational culture on levels of work-life balance and (b) examined the impact on the employee’s family. A mixed-method approach was utilized to capture data from athletic department employees and their partners. In the interviews, employees and their spouses expressed frustration and identified they often missed important events based on the cultural expectations within college athletics.
