Meeting Times, Location, & Course Delivery Details
Course Format: Face-to-Face
This course is taught in face-to-face. You will attend class in the physical classroom during the regularly scheduled day/time. You will be expected to attend class, participate in in-class activities, and independently complete homework outside of class by assigned due dates.
Contact Information
Upon successful completion of this course…
1. The student will be able to explain the nature of the sport industry, including its trends.
2. The student will be able to analyze the sport manager’s roles and functions in effective management.
3. The student will be able to compare and contrast leadership styles as they affect the management
process as it relates to sport.
4. The student will be able to describe and summarize each of the steps involved in the process of
managing sport.
5. The student will be able to apply the process of managing sport to the development and analysis of a
sport operation.
Textbook
Contemporary Leadership in Sport Organizations. Author: David Scott ISBN:9781718211216
At the end of the class, the student should be able to:
1. Explain the nature of the sport industry, including its trends
2. Analyze and appreciate the sport manager’s roles and functions in effective management
3. Compare and contrast leadership styles as they affect the management process as it relates to sport
4. Describe and summarize each of the steps involved in the process of managing sport
5. Apply the process of managing sport to the development and analysis of a sport operation
Tentative Schedule Subject to change during the semester:
Week 1 – Introduction to Leadership in Sport
Chapter 1: A Leadership Primer
Topics
- Defining contemporary leadership
- Leadership in sport organizations
- Management vs. leadership
- Historical leadership theories
- Leadership research in sport
In-Class Activities
- Leadership self-assessment
- Discussion: “What makes a great sport leader?”
- Review of famous sport leaders/coaches
Assignment
- Reflection paper on personal leadership experiences
Week 2 – Results, Relationships, and Responsibility
Chapter 2: Results, Relationships, and Responsibility
Topics
- Leadership focused on results
- Building relationships within organizations
- Responsibility and accountability
- Ethical leadership
In-Class Activities
- Case study discussions on leadership responsibility
- Team activity focused on relationship-building
Assignment
- Analyze a sport leader’s approach to results and relationships
Week 3 – Emotional Intelligence and Leadership
Chapter 3: Emotional Intelligence and Leadership
Topics
- Defining emotional intelligence (EI)
- Importance of EI in sport leadership
- Applying EI in organizations
- Leadership communication and self-awareness
In-Class Activities
- Emotional intelligence assessment
- Conflict and communication role-playing exercises
Assignment
- Reflection on emotional intelligence strengths and weaknesses
Week 4 – Building a Culture of Success
Chapter 4: Building a Culture of Success
Topics
- Organizational culture in sports
- Leadership and team culture
- Building successful organizational environments
- Research on sport culture
In-Class Activities
- Analysis of successful sport organizations
- Culture-building workshop
Assignment
- Create a “culture blueprint” for a sport organization
Week 5 – Vision and Strategic Leadership
Chapter 5: Vision and Strategic Leadership
Topics
- Importance of vision in leadership
- Strategic leadership principles
- Long-term organizational planning
- Leadership communication of vision
In-Class Activities
- Vision statement activity
- Strategic leadership case study
Assignment
- Develop a vision statement and strategic goals for a sport organization
Week 6 – Complexity and Problem Solving
Chapter 6: Complexity and Problem Solving
Topics
- Complex problems in sport organizations
- Leadership competencies for problem solving
- Creative thinking and decision making
- Approaches to solving organizational issues
In-Class Activities
- Problem-solving simulations
- Group decision-making challenge
Assignment
- Case study analysis involving leadership problem solving
Week 7 – Change Leadership
Chapter 7: Change, Turnaround, and Crisis Leadership
Topics
- Leading organizational change
- Crisis management
- Turnaround leadership
- Leadership communication during crisis
In-Class Activities
- Crisis response simulation
- Discussion of real sport organization crises
Assignment
- Crisis management plan for a sport organization
Week 8 – Midterm Review & Midterm Exam
Activities
- Midterm review activity/game
- Midterm examination covering Chapters 1–7
Optional Assignment
- Midterm self-evaluation of leadership growth
Week 9 – Diversity, Equity, and Inclusion Leadership
Chapter 8: Diversity, Equity, and Inclusion Leadership
Topics
- Diversity and inclusion in sports
- Gender, culture, and nationality
- LGBTQ+ inclusion in sport
- Leadership competencies for DE&I
In-Class Activities
- Group discussions on representation in sports
- DE&I case study analysis
Assignment
- Reflection paper on diversity and leadership in sport
Week 10 – Women and Leadership in Sport
Chapter 8 Continued
Topics
- Women in sport leadership
- Barriers and opportunities
- Leadership representation in athletics
- Inclusive leadership strategies
In-Class Activities
- Guest speaker or video discussion
- Leadership profile presentations
Assignment
- Research presentation on a woman leader in sport
Week 11 – Globalization and Leadership
Chapter 9: Globalization and Leadership
Topics
- Globalization in sports
- International sport organizations
- Leadership across cultures
- Global esports growth
In-Class Activities
- Discussion on global sport events
- Esports leadership case study
Assignment
- Global sport organization analysis paper
Week 12 – Leadership Learning and Development
Chapter 10: Leadership Learning and Development
Topics
- Leadership development models
- Learning organizations
- Developing leadership skills
- Training future leaders
In-Class Activities
- Leadership growth planning activity
- Professional development workshop
Assignment
- Personal leadership development plan
Week 13 – Applied Leadership in Sport
Topics
- Applying leadership theories to sport settings
- Leadership styles in athletics
- Organizational leadership challenges
In-Class Activities
- Group leadership scenarios
- Team leadership simulations
Assignment
- Group leadership project workday
Week 14 – Leadership Presentations
Activities
- Student leadership presentations
- Organizational leadership case studies
- Peer feedback and discussion
Assignment
- Final leadership project completion
Week 15 – Final Reflection & Course Wrap-Up
Activities
- Final project presentations
- Leadership reflection discussion
- Career readiness and leadership growth review
Final Project Ideas
- Leadership analysis of a sport organization
- Crisis leadership plan
- Organizational culture improvement proposal
- Leadership development portfolio
Final Submission
- Final leadership project and presentation
Assignment Descriptions
Class Preparedness: You are expected to come prepared for class so that you may participate in a knowledgeable fashion. This includes: 1) being in attendance PRIOR to the start of class, 2) paying attention in class and taking notes, 3) abstaining from the use any electronic devices during the class period (cellphones, mp3 players, headphones, smartwatches, etc.), and 4) remaining seated for the duration of the class period until you are dismissed by the professor.
It is important that you engage in class discussion in an appropriate manner in order to receive an “A” for participation. Merely coming to class and warming a seat may earn you a “C” but if you wish to earn a grade above average, you will need to become an active and respectful participant in class discussions. This also includes coming to class with questions for guest speakers.
Reading Assignments: Reading assignments will consist of chapter-based assignments administered by the professor for student completion. These assignments encourage the students to complete the required readings and assist them in achieving the desired learning objectives.
Written Assignments: Written assignments must be typed (12 point, times new roman font, with one-inch margins). Papers must be submitted on the day they are due in class via Blackboard PRIOR to the start of class time. Written assignments will be graded on both the quality of writing and the subject matter. Errors in spelling, grammar, and punctuation will result in a lower grade.
Leadership Interview: Students will interview a sport professional in a leadership role. Students will summarize the interview in a formal paper, noting what they learned during the process and relating it to course materials.
Leadership - Job Posting: For this assignment, students will research two (2) current job opportunities in the sport industry. Students will list the position titles as well as a brief job description and responsibilities, job qualifications, and why each position is of interest to the student. Job postings must be a leadership role.
Staffing Assignment: It is the responsibility of the managers to hire, staff, and manage personnel for game days. For this assignment, students will play the role of Manager of Game Day Staff and are tasked with assigning ushers, ticket takers, and usher supervisors throughout the ballpark in this real life scenario. Students will then complete a written summary explaining their thought processes in their staffing of employees.
Case Studies: Throughout the semester, you will complete a series of case study analyses based on real events, leaders, or organizations in the sport industry. Each case will be provided by the instructor or selected from approved sources. Cases will align with the week’s chapter topic (e.g., crisis leadership, building a culture of success, and globalization).
Exams: The course will include both a midterm and final exam. These exams are cumulative, consisting of all the material covered in the course.
Workload
A minimumof two hours of student work per week is expected for each credit hour awarded for the class. This means that students enrolled in an online 4 credit hour course over a full semester should anticipate spending at least 8 hours of work each week to complete the requirements of the course.
Assignment Descriptions
Class Preparedness: You are expected to come prepared for class so that you may participate in a knowledgeable fashion. This includes: 1) being in attendance PRIOR to the start of class, 2) paying attention in class and taking notes, 3) abstaining from the use any electronic devices during the class period (cellphones, mp3 players, headphones, smartwatches, etc.), and 4) remaining seated for the duration of the class period until you are dismissed by the professor.
It is important that you engage in class discussion in an appropriate manner in order to receive an “A” for participation. Merely coming to class and warming a seat may earn you a “C” but if you wish to earn a grade above average, you will need to become an active and respectful participant in class discussions. This also includes coming to class with questions for guest speakers.
Reading Assignments: Reading assignments will consist of chapter-based assignments administered by the professor for student completion. These assignments encourage the students to complete the required readings and assist them in achieving the desired learning objectives.
Written Assignments: Written assignments must be typed (12 point, times new roman font, with one-inch margins). Papers must be submitted on the day they are due in class via Blackboard PRIOR to the start of class time. Written assignments will be graded on both the quality of writing and the subject matter. Errors in spelling, grammar, and punctuation will result in a lower grade.
Leadership Interview: Students will interview a sport professional in a leadership role. Students will summarize the interview in a formal paper, noting what they learned during the process and relating it to course materials.
Leadership - Job Posting: For this assignment, students will research two (2) current job opportunities in the sport industry. Students will list the position titles as well as a brief job description and responsibilities, job qualifications, and why each position is of interest to the student. Job postings must be a leadership role.
Staffing Assignment: It is the responsibility of the managers to hire, staff, and manage personnel for game days. For this assignment, students will play the role of Manager of Game Day Staff and are tasked with assigning ushers, ticket takers, and usher supervisors throughout the ballpark in this real life scenario. Students will then complete a written summary explaining their thought processes in their staffing of employees.
Case Studies: Throughout the semester, you will complete a series of case study analyses based on real events, leaders, or organizations in the sport industry. Each case will be provided by the instructor or selected from approved sources. Cases will align with the week’s chapter topic (e.g., crisis leadership, building a culture of success, and globalization).
Exams: The course will include both a midterm and final exam. These exams are cumulative, consisting of all the material covered in the course.
When a student’s final grade falls within (.01 - 1% point), the professor may use his own discretion in increasing the student’s earned grade to the next highest letter grade. For example, an 89.5% may be increased to an A- instead of a B+. In this determination, the professor will examine the student’s class preparedness, behavior in the classroom and outside class activities, and overall studious behavior.
Evaluation Points
Class Preparedness 100 pts.
Chapter Quizzes 20 pts. (80 total)
Mid-term Exam 100 pts.
Writing Assignments 50 pts. (200 total)
Case Studies 10 pts. (80 total)
Final Exam 100 pts.
Total Points 660 pts.
Grades will be calculated on the following scale:
93-100=A | 90-92.99=A- | 87-89.99=B+ | 83-86.99=B | 80-82.99=B- | 77-79.99=C+ |
73-76.99=C | 70-72.99=C- | 67-69.99=D+ | 60-66.99=D | <60=F
Instructor Course Policies
Attendance Policy
The College accepts these four categories of excused absences:
- Activities in which the student serves as an official representative of the College (e.g., musical performances, athletic contests, field trips).
- Personal illness, with documentation by the College nurse or a physician, if possible. In relation to students experiencing COVID19 related symptoms or illness, students should be provided an excused absence and should not be penalized for electing not to attend physical classes in these instances.
- Family or personal emergencies.
- When severe weather makes travel to campus dangerous.
Wilmington College recognizes that reasonable attendance requirements will vary somewhat between disciplines, professors and even an individual's courses. The purpose of this policy is to ensure all concerned are clear about expectations in a given course. Faculty members are expected to accept the College's basic definition of excused absences in their individual policies and monitor attendance, but faculty members may also choose to accept other absences as excused (entirely at the discretion of each faculty member). Students are expected to be responsible for informing faculty members about excused absences (including documentation, if required) and for arranging to make up all work missed because of absences. An excused absence in no way removes this responsibility or obligates the professor to provide a student with special assignments or opportunities.
Good communication between students and faculty members is essential in cases of excused absences. Students are responsible for initiating this communication and in a timely manner as possible. Students who will have to miss class to represent the College should provide schedules of these absences to the faculty member as soon as they are known. In all cases, it is the student’s responsibility to discuss excused absences with affected faculty members and to provide documentation of the excused nature of the absence, if the faculty member requires it.
Students should notify the Office for Academic Affairs (ext. 240) if they are unable to attend classes for one week or more (e.g., due to surgery, extended illness, etc.). Extended absences (up to two weeks without notification to the Office of Academic Affairs) can result in immediate administrative withdrawal from the College. In addition, during any term, a pattern of non-engagement or four or more academic alert notices in multiple classes can also result in immediate administrative withdrawal or suspension. Non-engagement is defined as missing classes, refusal to adhere to College policies, non-attendance, non-responsiveness to attempts to communicate, or a combination of these factors.
Students in this course will be rewarded for missing no more than 2 unexcused absences. Students will be penalized for any unexcused absences after their second occurrence. This deduction will equate to 5 points per excessive absence from student’s Class Preparedness score.
Note: Use of cellphone, improper use of laptop, and “excessive” bathroom breaks qualify as an unexcused absence.
Late Assignments Policy
Late assignments will NOT be accepted and will be given a 0. Students are responsible for completing all course requirements and for keeping up with all activities of the course whether they are present in class or not. Students are responsible for keeping a copy of their work, on their computer or hard copy, until they have received a grade for all written assignments.
Classroom Behavior
Students and faculty share responsibility for maintaining an appropriate learning environment in the classroom. Civility and respect create a safe and productive atmosphere in which students can achieve.
The definition of disruptive behavior is at the reasonable discretion of the faculty member teaching the class, and determination of whether a specific behavior is disruptive resides within the authority of the faculty member. Examples of disruptive behavior include, but are not limited to, the following:
- Showing disrespect for and displaying poor manners toward any faculty member or other students.
- Disruptive or inappropriate use of technology and electronic devices in the classroom, such as Cell Phones, Headphones, and Computers.
- Persistent speaking without being recognized or interrupting other speakers.
- Persistently entering class late or leaving early without an excuse or the faculty member’s permission.
- Threats, harassment, or personal insults of any kind directed toward any faculty member and other students.
A faculty member has the discretion to impose sanctions for disruptive behavior in their classrooms. Some of the sanctions may include: a formal apology, dismissal from the class in which the disruptive behavior occurs, and/or referral to Student Affairs for resolution of the situation.
Dismissal from class due to poor student behavior will result in an unexcused absence.
Academic Integrity Policy
Students are reminded that presenting the work, ideas, writing, or concepts of others as one’s own constitutes a serious violation of academic integrity and fundamental academic trust. Such behavior is unacceptable at Wilmington College. Any instance of academic dishonesty may result in a failing grade on the assignment and may, at the instructor’s discretion, result in failure of the course. The instructor will enforce Wilmington College’s policies regarding academic misconduct, including applicable penalties and guidelines related to the use of artificial intelligence (AI). All students are expected to adhere to the College’s Academic Honesty Policy as outlined in the Undergraduate Catalog and the current Student Handbook. These policies address examinations, plagiarism, classroom behavior, and the procedures for handling allegations of academic misconduct.
Accessibility And Disability Services
ADA statement that reads, Americans with Disabilities Act: If you have a documented disability that requires accommodations, contact Spencer Izor, the Associate VP for Compliance: spencer.izor@wilmington.edu, 937-481-2365, or visit her office in College Hall, Room 306.
Institutional and Program-Level Policies
All exams will follow the Final Exam Schedule. Students scheduled to take three or more final examinations on one day may request to arrange their examination schedule, so no more than two exams occur on one day.
Requests for early or late exams are considered only under extreme circumstances. Prior to the exam period, the student must file a written request on the Early/Late Exam Form available in the Student One Stop Center, Academic Records, and on the WC portal. The form must be signed by the Instructor and the Academic Dean, approving the alternate exam time. This process must be completed prior to the scheduled exam period.
Undergraduate: FA26 Final Exam Schedule
Out-of-class Work Expectation A minimum of 2 hours of out-of-class student work is expected for each hour of in-class time for traditional face-to-face courses. For online and hybrid courses, the combination of face-to-face time and out-of-class work should be equal to 3 hours per credit hour per week. |
Instructional Course Delivery Definition of Courses |
Academic Integrity Policy The use of generative AI is prohibited except where expressly allowed in assignment instructions. Academic Integrity Policy |
Class Attendance Policy Institutional Class Attendance Policy |