Shared leadership in sport for development and peace: A conceptual framework of antecedents and outcomes |
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| Institution: | 1. Center for Global Sport and Recreation Studies, Department of Physical Education, Hong Kong Baptist University, AAB 932, Academic and Administration Bldg, HKBU, Kowloon Tong, Hong Kong;2. Department of Health, Exercise Science, Recreation Management (HESRM), Univeristy of Mississippi, 220 Turner Center, University, MS, United States;3. Sport Management Program, Department of Tourism, Conventions, and Event Management (TCEM), School of Physical Education and Tourism Management (PETM), Indiana University Purdue University Indianapolis (IUPUI), 901 West New York Street, Indianapolis, IN, United States;4. College of Education, Florida State University, 1114 West Call Street, Suite 1100, Tallahassee, FL 32306, United States;1. The University of Mississippi, United States;2. Elon University, United States;3. Texas A&M University, United States;1. University of Technology Sydney, Australia;2. University of Technology Sydney (UTS), Business School, Sport Management, 14 Ultimo Rd., Ultimo 2007, NSW, Australia;3. University of Illinois at Urbana-Champaign, United States;1. University of Louisville, Department of Health and Sport Sciences, 2100 South Floyd Street, SAC East 104 J, Louisville, KY, 40292, United States;2. Louisiana State University, United States;1. Southampton Solent University, UK;2. Bournemouth University, UK |
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| Abstract: | A broad range of organizations are involved in the field of Sport for Development and Peace (SDP). The complex environmental factors and internal capacity challenges surrounding SDP organizations put additional pressures on SDP managers who are required to balance multiple organizational demands to achieve sustainable program outcomes. Although scholars have begun to explore managerial aspects of SDP efforts, literature on the nature of leadership in SDP remains scarce. In this article, therefore, the authors introduce the concept of shared leadership and arguments for why considering leadership as a collective phenomenon is of particular value in SDP. Specifically, a conceptual framework is developed to identify antecedents and outcomes of shared leadership in SDP. Nine propositions are presented along with a discussion of future areas of study regarding shared leadership in efforts to use sport as a means for achieving development and peace-building outcomes. Limitations of this leadership perspective are also outlined. |
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| Keywords: | Sport-for-development Shared leadership Collective leadership Distributed leadership SDP management |
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