Navigating the storm: A counterproductive work behavior and leadership case study in a Division I FBS School |
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| Institution: | 1. Nicholls State University, P. O. Box 2015, Thibodaux, LA 70310, USA;2. Department of Educational Psychology, University of Nebraska, 248 Teachers College Hall, Lincoln, NE 68588-0345, USA;3. Psychology Department, Auburn University, Auburn, AL 36849, USA;4. Research, Innovation, and Product Development, Center for Creative Leadership, One Leadership Place, Greensboro, NC 27410, USA;5. Development Dimensions International, 20750 Civic Center Drive, Suite 350, Southfield, MI 48076, USA |
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| Abstract: | The “Navigating the storm” case study is positioned in the context of a North American, National Collegiate Athletic Association (NCAA) Division I FBS marketing department. The case study scenario revolves around Steve, an ambitious graduate assistant (GA) who was recently promoted to the Marketing and Promotions Game Day Director, as he interacts with his team of employees and prepares for the first home football game of the season. This personnel management case study is centered on the interaction of six important areas: transformational leadership and implementing a leadership vision, counterproductive work behaviors (CWBs), organizational justice perceptions, equity theory, leader–member exchange (LMX) theory, and hiring processes. In reading this case study, answering the provided questions, and engaging in the suggested teaching activities, sport management students should develop an applied understanding of how these six areas come together to impact human performance in a sport industry job setting. |
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| Keywords: | Counterproductive work behaviors (CWBs) Equity theory Internal mobility Justice LMX theory Personnel management |
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