To examine the influence of gender stereotyping of administration positions in intercollegiate athletics, the present study evaluated the gender typing of managerial subroles by undergraduate and graduate sport management students from two northeastern universities in the U.S. (59 women, 189 men). Participants indicated importance of managerial subroles for the positions of athletic director, life skills coordinator, and compliance coordinator. Participants rated masculine managerial subroles as most important for athletic director, however feminine managerial subroles were rated of similar importance for both the life skills coordinator and the athletic director. There were no differences between women and men on evaluation of the importance of managerial subroles across all positions. Results of the current study provide some support for role congruity theory within athletic administration.

Popular and academic discourse typically analyze the strategies used to induce compliance with sport association policies and rules within a framework that shoehorns a diverse array of strategies into two categories: sanctions or compensation, This article proposes a taxonomy that goes beyond the “logic of consequences” inherent in the behavioral models of sanctions and compensation. Sport managers and scholars can encourage compliance through six ideal-type strategies: punitive, remunerative, generative, preventive, cognitive, and normative. These six categories provide the foundation for systematically evaluating the relative effectiveness of different strategies at altering the behavior of league members. This article delineates the different paths by which these different policy strategies influence behavior. Five questions designed to guide managers in the selection of strategies are offered. Although the National Collegiate Athletic Association is used as a case example throughout, the framework has applicability to all sport associations.

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