Reading Assignments Chapters 11 And 12 (Pedersen & McEvoy) ✓ Solved

Reading assignments chapters 11 and 12 (Pedersen & McEvoy)

Reading assignments chapters 11 and 12 (Pedersen & McEvoy). After completing your reading, write two sections for your Capstone Project:

1) The Ethics of Strategic Leadership in a Sports Organization. Write a minimum of two pages with APA-cited references.

The references used here will become part of your Capstone Project References page due in Unit Seven. Ensure that each section flows into the next writing assignment.

2) The Importance of Understanding Current Issues in Human Resources of a Sports Organization. Write a minimum of two pages with APA-cited references. The references used here will become part of your Capstone Project References page due in Unit Seven. Each section should flow into the next writing assignment.

Paper For Above Instructions

The Ethics of Strategic Leadership in a Sports Organization

Ethical leadership in sport organizations is central to long-term success. Drawing on established leadership theory, strategic leaders must balance performance demands with moral commitments. Northouse (2019) emphasizes that effective leaders influence through vision, influence, and ethical responsibility, while Kouzes and Posner (2012) argue that credibility and integrity are foundational to sustained leadership. Emotional intelligence, as described by Goleman (1995), enables leaders to navigate complex team dynamics, mediate conflicts, and respond to stakeholders with empathy. Together, these ideas guide how leaders set the tone, establish expectations, and align actions with stated values.

Ethical decision-making in sport must consider multiple stakeholders: athletes, coaches, administrators, fans, sponsors, and the broader community. A utilitarian lens weighs overall outcomes, a deontological framework emphasizes duties such as fairness and honesty, and virtue ethics highlights character development implicit in daily choices (Northouse, 2019). In practice, this translates into codes of conduct, transparent governance, and robust risk management. The reality of high-stakes performance pressures can tempt shortcuts, yet ethical leadership requires resisting short-term wins that undermine trust (Eisenhardt, 1989; Pfeffer & Sutton, 2006).

To operationalize ethics in strategic leadership, sport organizations should invest in development that builds an ethical culture. This includes hiring practices aligned with diversity and fair treatment, clear policies on conflicts of interest, whistleblower protections, and regular ethics training. Leaders should model accountability by displaying consistent behavior, communicating decisions openly, and inviting critique from internal and external stakeholders (Bass, 1985; Sinek, 2009). In this way, ethical leadership becomes a strategic asset that strengthens reputation, reduces risk, and enhances long-term performance (Porter, 1985).

Ultimately, the ethics of strategic leadership in sport organizations is about integrating moral considerations into the strategic plan, ensuring that decisions advance both performance and social legitimacy. The concepts reviewed here inform the approach to your capstone project, providing a framework for analyzing ethical leadership within your sport administration issue and linking to the human resources section that follows (Northouse, 2019).

The Importance of Understanding Current Issues in Human Resources of a Sports Organization

Understanding current issues in human resources within sports organizations is essential as teams, leagues, and universities navigate competitive pressures, labor relations, and regulatory environments. A strategic HR perspective integrates workforce planning, talent development, compliance, and ethical considerations. Porter’s competitive advantage framework helps explain how human capital resources contribute to sustained performance (Porter, 1985). Similarly, Barney’s resource-based view clarifies why unique capabilities—such as athlete development pipelines, coaching expertise, and cultural competence—shape organizational success (Barney, 1991).

Contemporary HR challenges in sport include equitable recruitment, diversity and inclusion, athlete mental health, contract negotiations, and the evolving landscape of student-athlete compensation and NIL (name, image, and likeness). Leaders must balance competitive needs with fair labor practices, ensuring that policies support wellbeing and development while meeting regulatory obligations (Northouse, 2019). Data-driven HR analytics can inform decision making but must be used ethically and transparently, avoiding biases that harm underrepresented groups (Pfeffer & Sutton, 2006).

Implementing robust HR policy requires alignment with organizational ethics and strategy. Clear performance metrics, transparent evaluation processes, and ongoing professional development help retain talent and build trust. Leaders should foster inclusive cultures where voices from athletes, staff, and communities inform policy design. The role of HR in sport is not merely administrative; it is strategic, shaping culture, resilience, and organizational legitimacy in a highly visible arena (Goleman, 1995; Northouse, 2019).

Bringing these issues together in your capstone project means articulating how ethical leadership and HR practice intersect to support the approved sport administration issue. By integrating current HR considerations with ethical leadership analysis, you create a cohesive narrative that connects the ethics of leadership with practical people-management solutions, ensuring each section flows into the next (Kouzes & Posner, 2012).

References

  • Washington, M., & Ventresca, M. (2008). Institutional contradictions and struggles in the formation of U.S. collegiate basketball. Journal of Sport Management, 22(1), 30-49.
  • Northouse, P. G. (2019). Leadership: Theory and Practice (8th ed.). Sage.
  • Bass, B. M. (1985). Leadership and Performance Beyond Expectations. Free Press.
  • Kouzes, J. M., & Posner, B. Z. (2012). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (5th ed.). Jossey-Bass.
  • Goleman, D. (1995). Emotional Intelligence. Bantam Books.
  • Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532-550.
  • Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
  • Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press.
  • Pfeffer, J., & Sutton, R. I. (2006). Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management. Harvard Business Review Press.
  • Sinek, S. (2009). Start with Why: How Great Leaders Inspire Everyone to Take Action. Portfolio/Penguin.

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