Does it really matter? A study on soccer fans’ perceptions of ethical leadership and their role as “stakeowners” |
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| Institution: | 1. Department of Movement and Sports Sciences of Ghent University, Watersportlaan 2, 9000, Ghent, Belgium;2. School of Human Kinetics of the University of Ottawa, Montpetit Hall, 125 University, Ottawa, ON, K1N 6N5, Canada;1. Audencia Business School, Department of Management, 95, Rue Falguière, 75015, Paris, France;2. University of Bayreuth, Faculty of Law, Business and Economics, Department of Service Management, Universitaetsstrasse 30, D-95447, Bayreuth, Germany;3. La Trobe University, La Trobe Business School, Department of Management Sport and Tourism, Melbourne, Victoria, 3550, Australia;1. School of Kinesiology, 50 Field House Drive, Louisiana State University, Baton Rouge, LA, 70803, USA;2. Indiana University School of Public and Environmental Affairs, Indiana University Purdue University Indianapolis, 801 W. Michigan Street, BS 4066, Indianapolis, IN, 46202, USA;3. Professional Studies Building, Suite 1111, P.O. Box 2000, State University of New York-Cortland, Cortland, NY, 13045-0900, USA;4. Department of Physical Education, Gyeongsang National University, Gyeongsangnam-do, Jinju-si, Jinju-daero, 501, Republic of Korea;1. Department of Tourism, Recreation, and Sport Management, University of Florida, Florida Gym 304, P.O. Box 118208, Gainesville, FL, 32611, USA;2. School of Sport, Tourism and Hospitality Management, Temple University, 1810 N. 13th Street Speakman Hall, Philadelphia, PA, 19122, USA;1. Temple University, School of Sport, Tourism and Hospitality Management, Philadelphia, PA, USA;2. North Carolina State University, Department of Parks, Recreation and Tourism Management, Raleigh, NC, USA;3. Louisiana State University, Department of Kinesiology, Baton Rouge, LA, USA;4. University of Waterloo, Recreation and Leisure Studies, Waterloo, Ontario, Canada;1. School of Education and Human Performance, Aurora University, 347 S. Gladstone Ave., Aurora, IL 60506-4892;2. School of Journalism and Communication, University of Oregon Allen Hall, Eugene, OR 97403;3. Department of Management, G. Brint Ryan College of Business, University of North Texas, Denton, TX 76203;1. La Trobe University and University of Ottawa, 1 Kingsbury Drive, Bundoora, 3086, Australia;2. School of Human Kinetics, University of Ottawa, 125 University Private, Ottawa, ON, K1N 6N5, Canada;3. Brock University, Department of Sport Management, 1812 Sir Isaac Brock Way, St. Catherines, ON, Canada |
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| Abstract: | Ethical leadership is increasingly studied in the context of soccer clubs, as it is believed to represent an effective answer to soccer’s “dark side.” However, current academic understanding is limited to key internal stakeholders’ perspectives, such as coaches and players. A highly relevant stakeholder group that is still largely neglected is fans, as they are believed to be uniquely able to influence leadership in sport clubs, while some of soccer’s ethical issues, such as violence and discrimination are strongly associated with fans. This study highlights this duality by referring to fans as “stakeowners,” namely legitimate stakeholders with certain rights as well as responsibilities. Moreover, the authors examine whether ethical leadership by soccer club leaders really matters to fans. Drawing on a qualitative case study in a Belgian professional soccer club, findings indicate fans care mainly about those aspects of ethical leadership that impact their own position, such as clear communication and fan empowerment. On the other hand, findings suggest fan influence on the leadership of their club should not be exaggerated. After all, the club’s leadership questions the critical importance of fans as being core to (soccer) management’s activities and leadership. |
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| Keywords: | Ethical leadership Fans Reciprocity Soccer clubs Stakeholder management Stakeowner |
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