Turnover in intercollegiate athletics leadership often results in an interim director of athletics appointment, which is a quick solution to fill a gap in leadership until a permanent successor can be named. Not only is interim leadership a convenient option for the institution, it can also provide an individual the opportunity to serve in a senior leadership position that may otherwise be difficult to obtain. Although there are many advantages to serving as an interim director of athletics, those who serve in the role are also faced with a number of challenges that have implications to the individual and institution during the temporary appointment.
This dissertation captured the experiences of interim National Collegiate Athletics Association (NCAA) directors of athletics. Through the use of qualitative interviews, the dissertation explored and described the perceived benefits, challenges, and institutional support experienced by fifteen participants who had served and completed their appointment as an interim NCAA director of athletics. Bridges’ (2004) Transition Theory Model, and the Human Resource Frame of Bolman and Deal’s (2013) Organizational Reframing Model provided the conceptual framework to analyze the data of this study.
The study found that participants experienced change that triggered their transition into the interim director of athletics role causing them to let go of an old identity with which they were familiar. Participants also experienced varying degrees of unfamiliarity as they adapted to new job tasks, experienced increased workloads, and managed new and old relationships. Ultimately, participants experienced acceptance of their role as interim by building the confidence and skills needed to be successful before they transitioned out of the interim director of athletics position into their next role.
Recommendations for policy include the need to develop NCAA and institutional guidelines to provide a go to guide in how to efficiently and effectively support an interim director of athletics. Practice recommendations include the implementation of procedures that encourage professional learning and growth opportunities. Finally, future research should examine employment trends and provide different perspectives on the experiences of interim NCAA directors of athletics, such as gender and race differences, family dynamics, and staff perception.
|Commitee:||Jeremiah, Maryalyce, Vega, William|
|School:||California State University, Long Beach|
|School Location:||United States -- California|
|Source:||DAI-A 78/11(E), Dissertation Abstracts International|
|Keywords:||Athletic directors, Directors of athletics, Interim leadership, NCAA|
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