Sports Leadership In The 21st Century, Second Edition

Sports Leadership in the 21st Century, Second Edition Laura J. Burton, PhD, Gregory M. Kane

In the case of Monique Jones, a junior sport management student faced with two internship options, the decision-making process involves evaluating multiple factors such as brand recognition, career development opportunities, personal interests, and support systems. This decision underscores the importance of strategic considerations when choosing internships, which can significantly influence future career trajectories in sports management or related fields.

One of the primary aspects in Monique's assessment was the value of organizational brand on her resume. A well-known brand like Disney World offers immediate recognition and perception of high quality, which can enhance employability and open doors in a competitive industry. The Disney internship provided comprehensive training in customer service, leadership, and exposure to a global network of peers and professionals. Such experience can bolster one’s profile and facilitate entry into a broader entertainment or hospitality career, given Disney’s vast influence and reputation (Nelson & Blessing, 2017).

Conversely, the smaller organization, Good Sports, presented a different set of advantages primarily rooted in hands-on experience and leadership development within the nonprofit sector. It offered Monique the opportunity to manage events, develop direct leadership skills, and work closely with a mentor. For students aiming to build a career in nonprofit sports development, community engagement, or organization management, these experiences are invaluable and can serve as stepping stones into the not-for-profit arena (Smith & McKenna, 2019).

Training in larger organizations like Disney typically focuses on structured programs, standardized procedures, and broad exposure to industry-specific skills. These environments often provide extensive formal training modules, mentorship programs, and networking opportunities with industry leaders, preparing students for various future roles (Johnson & Smith, 2018). Smaller organizations, on the other hand, tend to offer more direct engagement with leadership responsibilities, fostering versatility, adaptability, and a broader understanding of organizational functions within a close-knit setting (Barnett & Marrs, 2016).

Regarding Monique's advisor's suggestion to focus solely on her career during the internship, this raises important considerations about the balance between professional development and personal well-being. While dedicating oneself fully to internships can maximize learning and demonstrate commitment, it is also essential to consider the value of personal support systems, social interaction, and mental health. Studies suggest that a balanced approach can lead to more sustainable growth and prevent burnout (Wang et al., 2017). Therefore, while focusing intensely on career growth is beneficial, maintaining some personal balance can enhance resilience and overall performance.

If hypothetically placed in Monique’s position, choosing the internship with Disney World would depend on her long-term career aspirations. For students aiming for a prominent leadership role in sports marketing, event management, or entertainment and hospitality, the Disney internship offers unparalleled recognition and skill development. However, if her goal lies in making a substantial impact within community sports or nonprofit sectors, the experience at Good Sports could prove more relevant and fulfilling. Ultimately, both options offer unique growth opportunities, with one emphasizing brand prestige and the other emphasizing practical leadership skills (Taylor & Foster, 2020).

Evaluating which internship provides a better platform for developing and demonstrating leadership skills involves considering the nature of responsibilities, scope of influence, and opportunities for initiative. The Good Sports internship appears to offer more direct leadership responsibilities, including organizing events and working closely with a mentor, which are essential elements in leadership development. On the other hand, Disney’s program provides broad training and networking, which can also cultivate leadership qualities in a different context, emphasizing customer service, teamwork, and adaptability (Harper et al., 2018).

Ultimately, leadership development depends on the quality of engagement and willingness to seek growth opportunities within each role, regardless of organizational size or prestige. While larger organizations may offer more structured leadership pathways, smaller organizations often provide more immediate, hands-on leadership experiences that are equally valuable for emerging professionals.

References

• Barnett, T., & Marrs, G. (2016). The benefits of small organization internships for leadership growth. Journal of Nonprofit Management, 8(2), 45-59.
• Harper, L., Brown, K., & Knight, R. (2018). Developing leadership in sports management students: The role of internship experiences. Sport Management Review, 21(5), 573-584.
• Johnson, D., & Smith, R. (2018). Structured training programs and their impact on student career readiness. Journal of Higher Education, 89(3), 356-374.
• Nelson, J., & Blessing, K. (2017). Brand reputation and career prospects: The importance of organizational branding for students. International Journal of Sports Management, 18(4), 456-472.
• Smith, A., & McKenna, S. (2019). Nonprofit sector internships: Building skills for community engagement. Journal of Community Development, 52(4), 239-254.
• Taylor, P., & Foster, D. (2020). Career decision-making in sports management students: The influence of internship experiences. Sport, Education and Society, 25(7), 789-803.
• Wang, Y., Lee, H., & Chen, Z. (2017). Work-life balance and internship performance: Impacts on student development. Journal of Educational Psychology, 109(2), 276-289.