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Despite the ubiquitous presence of mothers in sport contexts, mothers’ voices are often absent in the sport literature, particularly at the youth sport level. A phenomenological approach was used to explore the experiences of working mother volunteer youth sport coaches. A role-triad model based on the work-family enrichment and role enhancement literature provided the theoretical framework. The purpose was to understand how and why working mother-coaches mange this role triad and to identify mother-worker skills which may transfer to youth coaching and vice versa. Semistructured interviews were conducted with eight working mother-coaches and analyzed for themes. Findings suggest that notions of being a good mother and reasons for coaching are very similar, including spending time together, developing life skills and role modeling. Participants negotiated multiple roles using cognitive tools, such as reframing and separation of roles. The reciprocal benefits of motherhood, working and coaching for themselves and others were highlighted.

Purpose – The purpose of this research is to examine the experiences of female CEOs in New Zealand sport using a career account approach overlaid with the Kaleidoscope Career Model (KCM). This research focuses on their successful careers, rather than constraints and barriers, which is a feature of much previous research in the area. Design/methodology/approach – Semi-structured interviews and analysis were informed by the principles of the KCM of career authenticity, balance and challenge. Seven chief executive officers in New Zealand sport organizations were interviewed. Data analysis was undertaken through a three-step coding process. Findings – Respondents highlighted the importance of authenticity, balance and challenge in different ways. The KCM model is extended by identifying sub-themes within each principle. These were, under authenticity, passion and relationship-building; under balance, self-awareness and influencing the organization; and under challenge, taking opportunities and working in sport’s gendered environment. Findings indicate that a more nuanced development of KCM is required and that decision-makers in sport organizations need to be aware of the varied drivers of women’s positive experiences. Research limitations/implications – This research contributes to an understanding of successful women’s careers, rather than focusing on barriers to success. It also extends the KCM. Future research is necessary to examine the viability of our suggested extensions to the KCM. Practical implications – While not generalizable, this study’s findings suggest that sport organization decision-makers would be well advised to understand the unique ways in which authenticity, balance and challenge are understood by their female employees. This may encourage organizations to look more closely at their cultures to ensure that they are more welcoming and supportive to women in a male-dominated industry. Originality/value – This research contributes to an understanding of successful women’s careers, rather than focusing on barriers to success. It also extends the KCM. Future research is necessary to examine the viability of our suggested extensions to the KCM.

This qualitative exploratory case study redresses the deficit of sports media research in France by undertaking a study of those responsible for the production of sports media content. The central question was, What role do sports media producers play in perpetuating dominant ideologies in sport? Participants were experienced male and female sports content decision makers from major French national television and print media. Data were collected through 9 individual semistructured interviews. The findings highlight how sports are selected for coverage, why women’s sport receives less coverage, and who is responsible. There is an indication that women’s sport is subject to much harsher editorial selection criteria than men’s. The similarities and differences between France and other countries are also discussed. Conclusions were drawn on what role the makers of sports media content have in reproducing this hegemonic masculinity so inherent in sports coverage.

Experiential organizations often adopt quantitative course evaluation, as this provides them with numbers to justify prescribed educational outcomes to funding bodies. However, it has been argued that qualitative methods better suit the personal nature of the experiential learning process, so that epistemological understanding follows pedagogical philosophy (Allison & Pomeroy, 2000). This article highlights the learning of participants at Outward Bound New Zealand. A mixed method approach was chosen including quantitative and qualitative data collection, pre and post course. Participants (157) from four different courses were surveyed by questionnaire, with a response rate of 82% for the first to last day responses, and 30% for the 12-week post-course follow-up. The quantitative findings were consistent with the medium change of previous outdoor program effect size research for 20+ day courses (Hattie, Marsh, Neill, & Richards, 1997). However, the qualitative responses encapsulated the value and “real” meaning of these personal experiences.

The Problem. Women continue to be underrepresented in senior academic and general staff positions in universities internationally, and New Zealand universities are no different. In addition, there is limited empirical research on leadership development programs for women. The Solution. This article adds to knowledge in the area by describing and discussing the outcomes of the national New Zealand Women in Leadership (NZWIL) program, which is now in its 5th year of operation. A longitudinal case study approach has been adopted including surveys, phone interviews, and an independent evaluation. The findings suggest that the program has been successful on both an individual and organizational level. Individually, participants have increased their self-confidence and networking skills, enabling them, for example, to apply for promotion and gain it. The Stakeholders. Postsecondary leaders, human resource development (HRD), and leadership development professionals can learn from the findings of this program and adapt them to their context.

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