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What is most important right now? • Who must do what? These simple and straightforward questions serve as an excellent guide for current and prospective leaders of modern sport organizations in establishing clarity of purpose that can direct change and decision making into the future. Lencioni also asserts that organizations today must be both smart and healthy. The “smart” side of the equation encompasses what Lencioni refers to as the decision sciences and includes the classical domains of strategy, marketing, finance, and technology.

722). ). ships or at least postseason play. Often it is not only the coaches, but also administrators, general managers, and owners who come under fire from external constituents for not meeting expectations of winning. In addition, leaders of sporting equipment, footwear, and athletic apparel companies are pressed with the challenges of delivering products that consistently meet customer expectations, increase sales, and boost shareholder value, all in an increasingly global marketplace. Failing to deliver desired results in these companies can also lead to dissatisfaction with leaders and often brings about changes in leadership at top, middle management, and supervisory levels of the organization.

Leadership and Organizational Culture in Sport There is considerable support from research both inside and outside of sport for the relationship between leadership and organizational culture. As suggested by Weese, MacLean, and Corlett (1993), successful leaders, including coaches, play a significant role in the development and maintenance of the culture within their teams and organizations. In sport research, this relationship has been studied primarily over the last two decades, with work on leadership and culture in recreational and fitness organizations as well as in intercollegiate and professional sport.

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