Leader Self-Efficacy of Women Intercollegiate Athletic Administrators: A Look at Barriers and Developmental Antecedents

Abstract

We tested a range of facilitating and inhibiting antecedents of leader self-efficacy on a large sample of 692 women intercollegiate athletic administrators in National Collegiate Athletic Association registered institutions. Drawing from social cognitive theory (Bandura, 1997), we examined developmental challenges, peer and supervisor feedback and support, family-work conflict, and perceived gender discrimination as antecedents of leader self-efficacy. We also examined mediating roles of leader self-efficacy in career ascendance. Structural equation modeling results show that developmental challenges were indirectly related to career ascendance, as mediated through leader self-efficacy. Developmental challenges, peer and supervisor feedback, and support were positively related to leader selfefficacy, whereas family-work conflict was negatively related to leader self-efficacy. Perceived gender discrimination was not related to leader self-efficacy. These findings identify potential levers through which intercollegiate athletic institutions may support women leaders' career advancement.

Mentoring Characteristics and Functions Important to Men and Women within Intercollegiate Athletic Administration

“…Both of these statistics are supported in previous research (Machida-Kosuga, Schaubroeck, & Feltz, 2016;Schneider, Stier, Henry, & Wilding, 2010). Schneider et al (2010) reported 86.4% of the Senior Woman Administrators were white while Machida-Kosuga et al (2016) reported 90.24% of female athletic administrators were white. In addition, the women in the study were well-educated, with 73.2% holding master's degrees.…”

The Interaction of Efficacy and Leadership Competency Development

“…Empirical research supports the effects of challenges on leader development (DeRue & Wellman, ; Dragoni et al., ), and some recent studies reported that challenges are related to leader self‐efficacy (Machida et al., ). Challenges can tap into the strongest sources of self‐efficacy described by Bandura (), enactive mastery experiences.…”

“…Machida et al. () also reported leader self‐efficacy was related to leadership career ascendance among female college athletic administrators.…”

“…Machida et al. () also showed that women are less exposed to challenges as compared with men in athletic coaching fields and women showed lower leader self‐efficacy and intentions to advance their coaching leadership careers. Women also generally report higher ratings of family–work conflict (Ernst‐Kossek & Ozeki, ; Hoobler, Wayne, & Lemmon, ); research indicates this could pose significant stress and negative emotions that could lower their self‐efficacy (Machida et al., ).…”

“…Fostering leadership has long been a primary targeted personal development outcome for students in higher education. Various factors related to leadership competency development have been identified, including environmental factors such as feedback (Van Velsor, McCauley, & Ruderman, ), opportunities for challenges (DeRue & Wellman, ), social support (Machida, Schaubroeck, & Feltz, ), mentoring (Allen, Eby, Poteet, & Lentz, ), as well as individual factors such as learning orientation (Dragoni, Tesluck, Russell, & Oh, ), readiness (Reichard & Thompson, ), and motivation to lead (Chan & Drasgow, ). Among these factors, researchers and practitioners have recognized confidence to play a central role in leadership competency development (Hannah, Avolio, Luthans, & Harms, ; Machida & Schaubroeck, ).…”