Based on the tenets of role congruity theory, the current study examined the unequal representation of men and women in athletic administration positions. A total of 158 female and 118 male (n = 276) athletic administrators evaluated a male or female candidate for an athletic director, compliance director, or life skills director position within athletics. Participants indicated no significant differences in masculine ratings of male or female candidates and significant differences in feminine ratings for female candidates in the life skills position. Male and female candidates were perceived as similar in potential and likely success in all positions. Finally, the female candidate was evaluated as significantly less likely to be offered the athletic director position when compared with the male candidate.

Both quantitative and qualitative evidence were provided for the support of role congruity theory.

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Participation in mentoring is integral for advancement within sport organizations, particularly for women (Bower, 2009;Shaw, 2006). However, it is unclear how mentoring contributes to opportunities for career advancement or breakthroughs (e.g., opportunities for new functional roles, project oversight) (Mainiero, 1994). Therefore, the purpose of this study was to understand the role of mentoring as it pertains to career breakthroughs for women in intercollegiate athletic administration. This qualitative study included 51 focus group participants in athletic administration at NCAA-member institutions (divisions, I, II, and III). Results suggested mentoring as a critical factor in career advancement. Participants indicated having a mentor was highly desired. Mentoring relationships with someone internal and external to their respective athletic departments was important. However, there was little consensus on the benefits or drawbacks of having a mentor of the same or opposite sex. Implications and strategies for developing mentoring relationships are also discussed.

Women continue to be under-represented in administrative positions in intercollegiate athletics. Women in this study offered unique insights into challenges they face in the field. This study explored career profiles and challenges facing women working in intercollegiate athletic administration. The subjects were women working in intercollegiate athletic administration across National Collegiate Athletic Association (NCAA) divisions I, II, III; National Association of Intercollegiate Athletics (NAIA); National Christian College Athletic Association (NCCAA); Junior Colleges; and Canadian Colleges. The study, which utilized the Female Sport Manager Career Survey, posed two research questions: (a) what are the profiles of females working in athletic administration?, and (b) what are the gender specific greatest challenges that women working in intercollegiate athletic administration face? This study included all 1834 women working in intercollegiate athletic administration listed by the National Directory of College Athletics in 2012, of which 28.0% (N=514) provided usable responses. Frequencies were calculated for the demographics using SPSS 20.0 and the qualitative data were analyzed using HyperResearch 2.8. Several practical implications for women wanting to work in intercollegiate athletic administration originated from this study including developing networks, being prepared to balance work and family, being aware of stereotyping, and gaining as much experience as possible.

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PurposeThe purpose of this paper is to investigate the influence of attractiveness on perceptions of female athletes' potential success in managerial positions using role congruity as the theoretical framework.Design/methodology/approachUsing a simulated employment evaluation, participants (n=68 male, n=121 female) were asked to evaluate the résumé of either an attractive female athlete or an unattractive female athlete for an entry‐level management position in a sport organization. Participants evaluated the athlete on hiring recommendations, competence, and anticipated liking for the applicant.FindingsAnalysis of the data indicated that attractive‐looking athletes had a significant advantage over unattractive‐looking athletes on all dependent measures. Athletes perceived to be unattractive were more harshly evaluated for entry‐level managerial positions.Research limitations/implicationsThe unattractive‐looking female athletes in this study may have been perceived as having both the masculine characteristics of athlete in addition to appearing to be less feminine. This combination of the masculine role of athlete, heightened by a less‐feminine appearance (i.e. unattractive‐looking), may have negatively impacted the unattractive‐looking female athletes in this study, providing further support that when women demonstrate characteristics considered to violate appropriate gender roles, they will be punished for such violations. These findings are a potential addition to role congruity theory in that backlash was occurring as a result of violating two roles; being both athletic and less attractive.Originality/valueThis study was the first to explore if the influence of perceived attractiveness on hiring preferences for female athletes applying for management positions was similar to the influence of attractiveness as reported in research that has examined this influence for women in social and managerial settings. The results of the current study indicated female athletes that are perceived as unattractive must walk the tightrope of being masculine, but not too masculine.

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