Negotiating Gender in the English Football Workplace: Composite Vignettes of Women Head Coaches’ Experiences

Abstract

Historically, men have dominated the English football workplace; as a result, the number of women in coaching positions has been limited. The aim of the present study was to explore the lived experiences of women head coaches to identify the extent that gender influences the English football workplace. Semi-structured interviews (N = 12) were conducted with women head coaches operating at the (a) youth recreational, (b) talent development, and (c) elite levels of the English football pyramid. An inductive thematic analysis was performed which informed the development of composite vignettes, a form of creative nonfiction. Three vignettes were developed comprising women head coaches’ stories at each pyramid level. Findings from the thematic analysis identified themes of gender stereotyping, proving yourself, and confidence at the youth recreational level; work-life conflicts, limited career mobility, and marginalization at the talent development level; and tokenism, undercurrents of sexism, and apprehensions of future directives at the elite level. The vignette stories demonstrate that gender negatively influences coaches’ interactions and confidence early in their career in youth recreational football; gender bias is embedded within discriminatory organizational practices which limit career mobility for coaches working in talent development; and gender is used to hold elite level women coaches to higher scrutiny levels than male colleagues. Recommendations (e.g., [in]formal mentoring, male advocacy, recruitment transparency) are made to practitioners for a targeted occupational-focused approach regarding support, retention, and career progression of women head coaches in football.

Final Thoughts on Women in Sport Coaching: Fighting the War

“…However, the papers in this special issue clearly confirm that the state of affairs for women coaches is not fair and not improving, and, in fact, "women are losing ground" (Banwell, Kerr, & Stirling, 2019, p. 128). Despite the fact that many formal barriers have been removed through policies and legislation, the scholars in this issue have illuminated that implicit and entrenched bias remains (Clarkson, Cox, & Thelwell, 2019;Fink, 2016). While it might appear that by simply increasing the numbers of women who enter coaching, and remain in coaching, we would arrive at a solution, an "adding women and stir" approach is not the answer and on its own is insufficient (Madsen & McGarry, 2016), as we know that "it doesn't matter how successful you are, at some point people will still say something pretty down about you" (Allen & Reed, 2019, p. 104).…”

“…The bottom line is that women coaches' career mobility has been limited by embedded gender bias in organizational practices, and this bias has been used to scrutinize women coaches more than their male peers (Burton & LaVoi, 2016;Clarkson, Cox, & Thelwell, 2019). Krahn (2019) tells us that the lack of consistency between research, programming, and policy has contributed to a situation where the low numbers of women in sport coaching has been positioned as a women's issue rather than a systemic issue.…”

“…Krahn 2019provides a tool-feminist political economy theory-through which we can examine structural practices that have supported the current levels of women in coaching roles, and how policies reflect the institutions and leaders who produce them. By calling out such policies and the hegemonic masculine ideology they reinforce, we can expose the "hidden femininity" that impedes women in coaching (Clarkson, Cox, & Thelwell, 2019).…”

“…This is a space for action and improvement. Quality role models and mentors exist and more can be developed (Clarkson, Cox, & Thelwell, 2019;Wasend & LaVoi, 2019). And, as one of Banwell et al's participants highlighted, sponsorship is critical too as it is more about ".…”

“…• However, the responsibility to find and secure sponsors and seek out allies should not be the sole responsibility of women coaches (Banwell, Kerr, & Stirling, 2019;Clarkson, Cox, & Thelwell, 2019). Organizations need to have leadership buy-in from the top, create a culture and vision where women leaders are not only valued and supported but also nurtured and appreciated, and back it up with resource allocation.…”