A Sociological Study of the Role of Gender Beliefs in Women's Sports Management
Subject Areas :
Tayebeh Zargar
1
,
Tayebeh Zargar
2
1 - Islamic Azad University, South Tehran Branch
2 - Islamic Azad University, South Tehran Branch
Keywords: Gender cultural beliefs, women's employment, women's management,
Abstract :
Introduction:The study of women's sports, especially with a less-considered social approach, is of particular importance and necessity, and was conducted with the aim of examining the impact of gender inequality on the level of women's social participation. Management interacts with various factors, including cultural gender beliefs. Because it seems that women's management has been more marginalized in most societies, and for this reason, gender and its related norms can be influential in the management process. This study examined the role of gender cultural beliefs in women's sports management. Methods: The research employed a qualitative approach, with the investigator exploring the phenomenon through in-depth interviews. The study utilized semi-structured, in-depth interviews designed to elicit rich narratives, particularly focusing on women's lived experiences with professional barriers, challenges, supports, and the influence of gender-based beliefs on their careers. The participant pool was drawn from three distinct professional groups: coaches and practitioners, university faculty members, and domain experts. Sampling was conducted using a criterion-based and purposive strategy, incorporating a multi-perspective approach to ensure representativeness across the identified groups. The researcher determined that theoretical saturation was achieved after conducting 15 interviews, deeming this number sufficient to capture the diversity and depth required for robust thematic analysis Results:Ultimately, the modification of the attitudes of the inhibiting gender culture in society, the modification of the gender reflection of women's championship sports in the media, and the need to rethink gender culture are among its basic findings. Conclusion:The study highlights the importance of addressing gender inequalities in women's sports management and suggests the need for societal and media changes to challenge and rethink gender cultural beliefs.
References:
Adams, C. (2017). Gender and sport management: A critical analysis. Sport in Society, 20(2), 153–165. https://doi.org/10.1080/17430437.2015.1124565
Amani, A., Ismailzadeh, M. T., Afsharnejad, T., & Mousavi, S. (2015). Identifying barriers to women's entrepreneurship in sports. The First National Conference on Entrepreneurship, Islamic Azad University, Chalous Branch. (In Persian)
Ashby, J., Ryan, M. K., & Haslam, S. A. (2007). Legal work and the glass cliff: Evidence that women are preferentially selected to lead problematic cases. William and Mary Journal of Women and the Law, 13, 775–794.
Ashcraft, K. L. (2013). The glass slipper: “Incorporating” occupational identity in management studies. Academy of Management Review, 38(1), 6–31.
Bourdieu, P. (1986). The forms of capital. In J. Richardson (Ed.), Handbook of Theory and Research for the Sociology of Education (pp. 241–258). Greenwood Press.
Brown, C., Hoye, R., & Nicholson, M. (2019). Gender diversity and leadership in sport governance. Routledge.
Bruckmüller, S., Ryan, M. K., & Rink, F. (2014). Beyond the glass ceiling: The glass cliff and its lessons for organizational policy. Social Issues and Policy Review, 8(1), 202–232. https://doi.org/10.1111/sipr.12001
Claringbould, I., & Knoppers, A. (2012). Paradoxical practices of gender in sport-related organizations. Journal of Sport Management, 26(5), 404–416.
Connell, R. W. (2005). Masculinities (2nd ed.). University of California Press.
Cotter, D. A., Hermsen, J. M., Ovadia, S., & Vanneman, R. (2001). The glass ceiling effect. Social Forces, 80(2), 655–681.
Eagly, A. H., & Carli, L. L. (2007). Through the labyrinth: The truth about how women become leaders. Harvard Business Press.
Eagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109(3), 573–598.
Ellemers, N., Rink, F., Derks, B., & Ryan, M. K. (2012). Women in high places: When and why promoting women into top positions can harm them individually or as a group (and how to prevent this). Research in Organizational Behavior, 32, 163–187. https://doi.org/10.1016/j.riob.2012.10.003
Gartzia, L., Ryan, M. K., Balluerka, N., & Aritzeta, A. (2012). Think crisis–think female: Further evidence. European Journal of Work and Organizational Psychology, 21(5), 603–628. https://doi.org/10.1080/1359432X.2011.599934
Greenberg, J. (1987). A taxonomy of organizational justice theories. Academy of Management Review, 12(1), 9–22.
Griffin, A., Munroe-Chandler, K., & Moran, A. P. (2022). Exploring the challenges of female leadership in sport: A socio-cultural perspective. International Journal of Sport and Exercise Psychology, 20(3), 230–243. https://doi.org/10.1080/1612197X.2020.1823699
Hoeber, L. (2007). Exploring the boundaries of gendered sport leadership: The case of Canadian women coaches. Journal of Sport Management, 21(4), 470–491.
Kelly, K., & Byrne, D. (1992). Exploring human sexuality. Prentice Hall.
Khosravi Zadeh, E., Elahi, A., Bahrami, A., Haghdadi, A., & Nastoohi, T. (2017). Problems of female coaches: A case study of Arak sports boards. Sport Management Studies, 7(13). (In Persian)
Mehdizadeh, A., Abdavi, F., & Afshari, M. (2019). Glass roof theory in the field of women's sports: A comparative comparison and presentation of a quantitative model. Human Resource Management in Sport, 7(1), 45–59. (In Persian)
Sanday, P. R. (1981). Female power and male dominance: On the origins of sexual inequality. Cambridge University Press.
Shirzad Malabashi, S., Farahani, A., & Asad, M. (2017). Factors affecting the appointment of women in management positions of the Ministry of Sports and Youth. Sports Management and Development, 6(1), 37–51. (In Persian)
Welbourne, T. M., Cycyota, C. S., & Ferrante, C. J. (2007). Wall Street reaction to women in IPOs: An examination of gender diversity in top management teams. Group and Organization Management, 32(5), 524–547.
