Organizational Behavior Projects
Understanding Staff Perceptions of the Collegiate Transfer Portal
2025-2026 Grant Project
Alex R. Piquero (University of Miami)
Jessica K. Brougham (University of Wisconsin-Stevens Point)
Elizabeth A. Taylor (University of Wisconsin-Stevens Point)
White Paper & Embedded Video Presentation
The purpose of this research project was to understand the current climate of college athletics in relation to the transfer portal and athlete mobility, and the implications on those working in college athlete academics, development, and within registrar’s offices. Through 15 interviews with Division I staff members, the study found that the constant rule changes across the NCAA necessitates a more flexible organizational structure within departments. Participants did not necessarily describe the transfer portal itself as the fundamental problem. Instead, they emphasized the broader expectation that college athletics is changing rapidly and that employees and institutions must continually adapt. Consequently, managerial responses focused solely on creating a more efficient transfer process may address only one component of a larger organizational challenge. Institutions may also need to consider how frequently changing expectations affect employee roles, departmental capacity, and the sustainability of existing organizational structures.
IMPACTS OF ORGANIZATIONAL CULTURE ON EMPLOYEE TURNOVER
White Paper & Embedded Video Presentation
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
Elizabeth Taylor, Ph.D., Temple University
Ehren R. Green, Ph.D., Temple University
Amy Giddings, Ph.D., Temple University
COMPASSIONATE LEADERSHIP IN COLLEGE ATHLETICS:
“IT’S A COMPETITIVE ADVANTAGE”
White Paper & Embedded Video Presentation
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
Ehren R. Green, PhD, Temple University
Brad Shuck, EdD, University of Louisville
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
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
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.
