Sexism in Professional Sports: How Women Managers Experience and Survive Sport Organizational Culture

Hindman, Lauren C.; Walker, Nicole

doi:10.1123/jsm.2018-0331

Cited by 68 publications

(44 citation statements)

References 47 publications

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“…While previous work has been informative on harassment and the subsequent experiences of women in traditional sport (e.g., basketball, hockey: Fasting et al, 2007;Hindman & Walker, 2020;Taylor et al, 2018), this occurrence has not been previously expanded upon in nontraditional sport spaces (i.e., esports). Further, to our knowledge, only a small number of studies within the esports industry have identified the existence of hostility and discrimination for esports participants (e.g., Cameron, 2019;Darvin et al, 2020; J.T.…”

Section: Introductionmentioning

confidence: 99%

Breaking the glass monitor: examining the underrepresentation of women in esports environments

Darvin

Holden

Wells

et al. 2021

Sport Management Review

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While the growth of esports is undeniable, access, inclusivity, and diversity within this space is reminiscent of U.S. pre-Title IX traditional sport environments. As such, recent calls for the inclusion of esports within the traditional sport management literature have been persuasive. The esports industry is largely male dominated, as women and girls represent a lower proportion of participants, fans, and employees. While the proportions are staggering, the underrepresentation of women and girls in the esports industry has not been fully explored. In order to investigate this underrepresentation, 10 women esports competitors, content creators, and executives advanced our understanding of both the career experiences and career obstacles they encounter including (1) breaking the glass monitor, (2) toxic "geek" masculinity, (3) hostile sport environments, and (4) "mental" (e.g., grit). This investigation utilized a generic, qualitative approach with semistructured interviews and employed an inductive thematic-analysis process to uncover the experiences of women employees in the esports industry. This will serve as the first qualitative study in sport management that examines the career experiences of elite-level women gamers and executives. As such, the major contributions are the identified obstacles that women have faced in their rise to elite level careers within this space.

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Section: Introductionmentioning

confidence: 99%

Breaking the glass monitor: examining the underrepresentation of women in esports environments

Darvin

Holden

Wells

et al. 2021

Sport Management Review

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“…This is supported by other international sport management research which discusses the role of sport in shaping cultural discourse and processes that drive and facilitate change [ 39 ]. However, the culture of sport still perpetuates sexism including diminishing and objectifying women’s capabilities [ 40 ]. Another example is sexist language towards women and girls which often reinforces the position of men dominating the sporting landscape [ 41 ].…”

Section: Discussionmentioning

confidence: 99%

Gender inclusive sporting environments: the proportion of women in non-player roles over recent years

Eime

Charity

Foley

et al. 2021

BMC Sports Sci Med Rehabil

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Background Throughout the ecosystem of sport, women have been and continue to be underrepresented at all levels compared to men. The capacity of community-level sport is heavily reliant on the many non-player roles including governance, as well as administration, coaching and officiating. Recently there has been increased attention to improving the gender balance in sport. The aim of this study is to investigate the proportions of women engaged in non-playing roles in sport (2016–2018). Methods This study involved secondary analysis of the AusPlay survey, a national population survey, funded by Sport Australia. This study utilised data from people aged 15-years or older about their involvement in non-playing roles in sport, and their demographic data. Survey respondents were asked “During the last 12 months, have you been involved with any sports in a nonplaying role, such as official, coach, referee, administrator, etc?” Analysis of non-player role responses focussed specifically on the top four non-player role categories; coach, official, administrator and manager. Frequency analysis concentrated on the distribution of men and women involvement in a non-player capacity for the three years, with detailed analysis of the most recent year (2018). Results In this study of 61,578 Australians there was a higher proportion of men in non-player roles in sport compared to women, across each of the three years (2018: men 55 %, women 46 %). Involvement of women in coaching increased significantly from 38 % to 2016 to 44 % in 2018 (p < 0.001). The proportion of women involved in administration roles significantly decreased from a peak of 51 % in 2017 to 46 % in 2018 (p < 0.001). Conclusions Aligned with strategic policy and investment strategies, there are gradual increased representation of women in non-playing sport, coaching roles. Women are still underrepresented in terms of coaches, officials and administrators, but are more likely to be managers. It is recommended that there is continued mentoring, identification and emphasising of female role models, and further strategies to increase female presence in non-playing roles. We recommend that future research, in line with appropriate gender and cultural-change theories, investigates and discusses the progress of gender equality throughout playing and non-playing role in sport.

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“…Haslam et al, 2020). However, this also presents issues that individuals with certain characteristics (e.g., men) may be more likely to embody the shared response of a sport organization because it is a stereotypically masculinized environment (Hindman & Walker, 2020). However, there is also evidence that organizations that value diversity can embrace this as a feature of shared identity (Rink & Ellemers, 2007), thus indicating that where prototypicality reflects inequalities within a sport organization, the root cause may be social and/or structural, rather than in the deployment of identity leadership.…”

Section: Roles Of Identity Leadership In Crisis Responsementioning

confidence: 99%

The organizational identification and well-being framework: theorizing about how sport organizations contribute to crisis response and recovery

Inoue

Lock

Gillooly

et al. 2021

Sport Management Review

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During crises, sport organizations are said to play an important social role by facilitating community recovery; however, the literature lacks an overarching theoretical framework to explain how. Drawing on the social identity approach, we argue sport organizations can enhance well-being during crises to the extent that they foster shared identification among current and potential members. The Organizational Identification and Well-being Framework reflects this assertion, illustrating leadership functions to create an organization's in-group identity that satisfies the needs of members in response to a crisis. It further outlines the SPRInT (Social support, Purpose and meaning, Relatedness, In-group norms, and Trust) pathways, which mediate the effect of organizational identification on member well-being. Our framework extends prior work examining organizational-level antecedents of identification with a sport organization by considering how identity leadership functions may foster organizational identification for individuals both internal and external to the organization. Moreover, it demonstrates how sport organizations may lead shared responses to address community needs and contribute to population well-being.

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Sexism in Professional Sports: How Women Managers Experience and Survive Sport Organizational Culture

Cited by 68 publications

References 47 publications

Breaking the glass monitor: examining the underrepresentation of women in esports environments

Breaking the glass monitor: examining the underrepresentation of women in esports environments

Gender inclusive sporting environments: the proportion of women in non-player roles over recent years

The organizational identification and well-being framework: theorizing about how sport organizations contribute to crisis response and recovery

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