Ethical Challenges in Sport Management

1. chapter17 Ethical Challenges in Sport Management Joy T. DeSensi, David Cruise Malloy

2. Introduction • What is ethics? About how people ought to live, about preferred values and behavior • Relative to sport managers • Have an understanding of personal and professional values, obligations, and rights • Know the difference between right and wrong (continued)

3. Introduction (continued) • Being an ethical participant • As athlete • As coach • As manager • As administrator • As spectator • We must know what we value about sport • We must know why we hold those values

4. Values Defined • Primary categories • Hierarchy of values • Values and commitment

5. Primary Categories • Moral values Values that are founded on belief in a higher power or codes of moral standards of a society • Social values Values that are based on the cultural context (continued)

6. Primary Categories (continued) • Nonmoral values Values that are defined as things, events, and places that are regarded as central to one’s life • Core values Values that are acted upon, no matter the circumstances

7. Hierarchy of Values • Immediate values Values that directly cause pleasure or satisfaction • Instrumental values Values that are a means to something intrinsically good • Intrinsic values Values that are worthwhile on their own, not merely a means to something (continued)

8. Hierarchy of Values (continued) • Baier’s criteria • Surveying the facts • Weighing the reasons; intrinsic value, satisfaction, and coherence • Hodgkinson’s value paradigm • Preference • Consensus • Consequences • Principles

9. Values and Commitment • Consciously developing a moral sensitivity to issues in sport • Dependent on a thorough examination of values • Commitment to upholding held values that lead to good actions

10. Existential Leadership in Sport Organizations • Inauthenticity • We can and do waste time on inauthentic activities • Example: average day of a typical sport manager (continued)

11. Existential Leadership in Sport Organizations (continued) • Existential thinking • Freedom • Responsibility • Dread • Authenticity

12. Freedom • The view that humans have free will • Any attempt to praise or blame behavior on nature or nurture are indications of a failure to take responsibility for action

13. Dread • Results • Paralysis for fear of responsibility • Heightened awareness and commitment to making best efforts to choose wisely • Coming to terms with the idea that existence precedes essence • Realizing that we are constantly in the state of becoming the person whom we choose to be

14. Authenticity • Structure Degree to which we abide by organizational rules, policies, and principles • Behavior Rewarded by security, approval, power, and so on (continued)

15. Authenticity (continued) • Conformity • Results in efficient, effective, and productive societal and organizational behavior • Also leads to the loss of authentic, meaningful life • Pressure to conform • Bad faith • Good faith

16. Existentialism and Work • Applying existential ethics to sport management • The existentialist among you • The one who questions • The one who is committed • The one who implements and develops on good faith (continued)

17. Existentialism and Work (continued) • Existentialism and leadership • Facilitate independence and personal growth • See the organization as medium through which to thrive • View job as means to an end, which is to flourish (continued)

18. Existentialism and Work (continued) • Future implications and explorations • Being dissatisfied and unfulfilled • Existentialism encourages voicing our opinions • Existentialism encourages search for meaningfulness • Nietzsche (1886-1992)