Lauren M. Johnson , Bryan A. Mccullick , Troy T. Zhao , Brandon Mastromartino , Euisoo Kim , Yiran Su , James J. Zhang

DOI:10.46695/ASCS.3.3.1

Abstract

PURPOSE Learning more about what these sport leaders in executive positions do and the characteristics that help them do their jobs well is a key interest among team administrators, business development personnel, and sport management scholars and students when searching, screening, training, and/or developing effective leadership skills. METHOD In this study, a qualitative research investigation was employed with phenomenological method of inquiry to understand the lived experience of sport business leaders and their perceptions of related organizational outcomes. RESULT Strategic leaders in professional sports have five distinct behavioral functions, including (a) risk taking in event programming and fan engagement growth, (b) competitive action for sales, engagement, and organizational change, (c) transformational and charismatic behaviors to build future sport leaders, (d) vision and mission execution in consumer and stakeholder engagement, and (e) evaluating sponsorships and partnerships for revenue growth and brand visibility. CONCLUSION In relation to organization effectiveness, executive leaders must incorporate a vision, strategy, tactics, and commitment to a healthy organizational culture.

Key Words

Top-level management, Leadership effectiveness, Strategic planning, Contingency

Guoqing Zhang , Kyungsik Kim

DOI:10.46695/ASCS.3.3.2

Abstract

PURPOSE The purpose of this study is to verify the fit of the behavioral loyalty (BL) model for customers in commercial sport centers in Hunan Province, China, and verify the relationship between sport service quality (SSQ), perceived value (PV), satisfaction (S) and BL. METHOD The research subject is the customers of the commercial sport centers in Hunan Province, China. A total of 995 questionnaires were collected and after deleting 28 incomplete or incorrect questionnaires, 967 questionnaires were retained for data analysis. We used CFA to validate the measurement model and SEM for hypothesis testing. RESULT First, SSQ influences customers’ PV and S but does not influence BL. That is to say, a high level of SSQ in a sport centers can improve customers’ PV and S. Second, PV influences BL and S, and S also affects BL. In other words, a high level of PV can improve S and BL. CONCLUSION The results of this research provide some effective suggestions for the sport industry of commercial sport centers, and provide a reference direction for the future sport industry research field.

Key Words

Commercial sport centers, Sport service quality, Perceived value, Satisfaction, Behavioral loyalty