Does performance justify the underrepresentation of women coaches? Evidence from professional women’s soccer

Gómez-González, Carlos; Dietl, Helmut; Nesseler, Cornel

doi:10.1016/j.smr.2018.09.008

Cited by 20 publications

(15 citation statements)

References 55 publications

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“…Our finding adds to the nonsignificant gender effect evident in previous empirical analyses in sport. Although previous studies have found no significant differences in performances of teams and players trained by women coaches (Darvin et al 2018;Gomez-Gonzalez et al 2018), our study indicates no significant difference in the evaluations of such coaching performances (at least in terms of dismissals).…”

Section: Discussioncontrasting

confidence: 95%

“…Hence, it is more difficult for women to be successful in leadership roles (Eagly and Karau 2002). Empirical research supports the presence of biases in such evaluations because empirical analyses have found no significant performance differences depending on the gender of the head coach (Darvin et al 2018;Gomez-Gonzalez et al 2018), supporting the implications of gender stereotyping on women's experiences in coaching.…”

Section: Stereotypes and Role Congruity Theorymentioning

confidence: 92%

“…Importantly, the underrepresentation of women in leadership roles, such as head coach positions, cannot be justified by on-field performance. For example, existing empirical research has shown no significant differences in performance between teams with a woman or man head coach in women's soccer (Gomez-Gonzalez et al 2018) and women's basketball (Wells and Aicher 2013). Similarly, players do not show differences in performance depending on whether they train under a woman or man head coach in women's basketball (Darvin et al 2018).…”

mentioning

confidence: 98%

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Head Coach Changes in Women’s College Soccer: An Investigation of Women Coaches Through the Lenses of Gender Stereotypes and the Glass Cliff

2019

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Women are underrepresented in leadership positions in sport, including coaching. In the present study of women's college soccer in the United States, the authors examine the relationship between team performance and coaching changes through the lenses of gender stereotypes, role congruity theory, and the glass cliff theory. The authors collected 11 seasons of data (2007)(2008)(2009)(2010)(2011)(2012)(2013)(2014)(2015)(2016)(2017) for all teams (n = 695) in five conferences. The results of logistic regression analyses with rare events correction show no significant differences between men and women coaches in terms of being dismissed following poor team performance. Hence, the theoretical assumptions of the gender stereotypes and role congruity literature could not be supported empirically. However, the results indicate that women coaches are significantly more likely to be hired as new coaches following poor performance of a team in terms of wins and winning percentage (but not losses) over the course of a season, providing some empirical support for a glass cliff in coaching. The findings have implications for the hiring practices of decision-makers in athletic departments and their performance expectations of women coaches.

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Section: Discussioncontrasting

confidence: 95%

Section: Stereotypes and Role Congruity Theorymentioning

confidence: 92%

mentioning

confidence: 98%

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Head Coach Changes in Women’s College Soccer: An Investigation of Women Coaches Through the Lenses of Gender Stereotypes and the Glass Cliff

2019

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“…A similar share of about one-third of all head coaches being female is present in women's college soccer in the United States (Wicker et al, 2019). This under-representation of female coaches cannot be explained by performance differences, with Gomez-Gonzalez et al (2018) showing that gender does not have a significant effect on team performance.…”

Section: Coaching a Women's Soccer Teammentioning

confidence: 99%

Female workers, male managers: Gender, leadership, and risk‐taking

Rinne

Sonnabend

2021

Southern Economic Journal

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This study examines gender differences in risk-taking behavior among managers in a female-dominated industry. Using data from international top-level women's soccer, we provide evidence that on average, male coaches show a lower level of risk-taking than female coaches. We also find a U-shaped age effect that is independent of gender, meaning that young and more mature individuals tend to take riskier decisions. Our main results therefore strongly contrast with the majority of previous studies on gender differences in risk preferences, and thereby emphasize the importance of considering institutional differences or labor market specifics. Underlying selection processes may play an important role as well as gender stereotypes. Lastly, we find no correlation between gender differences in risk-taking and female empowerment defined by national gender equality scores.

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“…While men can access coaching positions in both men's and women's sports, women mostly coach women's teams, in which they are also outnumbered (Darvin, Pegoraro, and Berri 2018;Walker and Bopp 2010). For example, in women's soccer, Gomez-Gonzalez, Dietl, and Nesseler (2018) find that women only represent 30% of the coaches in Norwegian and 20% in Germany and France. In other sports, the numbers are even lower; Fasting, Sisjord, and Sand (2017) find that only 14% of the coaches are women at the elite level in Norway.…”

Section: The Case Of Women Coachesmentioning

confidence: 99%

Head coach tenure in college women’s soccer. Do race, gender, and career background matter?

2020

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This study aims to analyse the tenure of head coaches in college women's soccer in the United States and puts the focus on the influence of race and gender. The analysis includes individual characteristics of coaches (educational and professional background), team performance, institutional characteristics, and geographical differences (at the state level) from 1977 until 2015. The main results show that African American coaches and women have a significantly shorter tenure in these college institutions.Other factors related to the background of coaches and the characteristics of institutions also play a significant role. The findings are relevant for coaches from minority groups and athletic departments, who are interested in equity in sport. Future research may use an alternative approach to investigate the causes of tenure disparity in college women's soccer.

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Does performance justify the underrepresentation of women coaches? Evidence from professional women’s soccer

Cited by 20 publications

References 55 publications

Head Coach Changes in Women’s College Soccer: An Investigation of Women Coaches Through the Lenses of Gender Stereotypes and the Glass Cliff

Head Coach Changes in Women’s College Soccer: An Investigation of Women Coaches Through the Lenses of Gender Stereotypes and the Glass Cliff

Female workers, male managers: Gender, leadership, and risk‐taking

Head coach tenure in college women’s soccer. Do race, gender, and career background matter?

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