Sports Leadership

The purpose of this report is to critically evaluate the impact of leadership and its change along with governance practices in the sports field of Hanlonstan. The paper focuses on the significance of formulating judging governance, the ethics, policy and power will be analysed in the contemporary sports organization like Sports Hanlonstan. The roles and responsibilities of the strategic leadership will be discussed. Leadership deals with an area of research and the skills that are practical and already existing which complements and encompass the abilities of every individual or an organisation like Sports Hanlonstan to guide or lead the other characters on the play or the whole organisation.

The duty of a leader includes providing the directions of his followers or the team functioning under him, implementations of the plans that are drawn out beforehand for the particular organisation namely Sports Hanlonstan. He guided on how to work for the achievement of the goals and objectives that are laid down and most importantly a leader must motivate the ones performing at the lower levels to boost team spirit and provide them with a sense of satisfaction. In case of sports leadership in Hanlonstan, the duties of the leaders are to boost the spirit of his team and the morale of the players for gaining higher and higher sports success. According to Adriaanse and Schofield (2013, p. 498), there is a captain associated with each sports category which is primarily a member of the team. Although his title is honorary, he has certain responsibilities to draw out strategies and team works while the game is progressing live on the ground. The captain is also known as a skipper when he is associated with the game of football or cricket. However, the government of Sports Hanlonstan has realised that effective governance of sports In Hanlonstan needs good leadership, integrity and a judgement skill that is fair enough. The recognition has cleared out that if the governance of Sports Hanlonstan on the matter of sports is effective, it will help in ensuring better decision making, demonstrating the transparency in the organisation, responsiveness and accountability in the activities that are being undertaken by the sports forums and the resources that are expanded. Hanlonstan will be benefitted much by following these policies of leadership with further modification in their network. 

Just like the government of sports namely the Australian Sports Commission or the ASC, Sports Hanlonstan is responsible for the development and funding the sports organisation to develop and excel more in sporting and to increase the participation of the teams and players in the sports activities of Hanlonstan. Therefore, to excite their plans, Sports Hanlonstan has created a clear position that is stated in correspondence with the governance of the sporting forums to which Sports Hanlonstan is going to provide taxpayer money. According to Ferkins and Shilbury (2012, p. 67), they try to balance their flexibilities against the contestability, transparency and accountability. They have no obligations on the stakeholders in case one is willing to explain any alternative approaches to the best of principles related to the practices which are adopted.

Principles of Sports Hanlonstan

According to Ferkins and Shilbury (2015, p. 93), the governance Of Sports Hanlonstan being the system by which the activities of the organisation are managed and directed influences the objectives of the sports forum which needs to be achieved. They spell out the procedures and the rules for taking the decisions of the organisation and determine the meaning of monitoring the performance and optimising it. Sports Hanlonstan will be able to analyse their requirements and concerns of the governance hover mainly around three main issues which include:

• How is Sports Hanlonstan developing the strategic goals and the directions?
• How the performances of the Sports Hanlonstan are being monitored by the board of the respective organisation to make sure that the forum achieves the targeted goals, has all the effective systems on the intact places and is complying effectively with the regulatory and the legal obligations laid down?
• Making sure that the board of Sports Hanlonstan is acting on the members best of interests

According to O’Boyle and Shilbury (2017, p. 353), the principles of sports governance advocate on strengthening the structures which support leadership in a good manner, sound decision making and effective governance over Sports Hanlonstan. According to O’Boyle and Shilbury (2016, p. 52), six major and core principles of Sports Hanlonstan are laid down by the sport’s governing body of Sports Hanlonstan. They are:

• The first principle is the composition of the board, identification of roles and powers
• The second principle includes the processes related to the board
• The third principle is comprised of the systems of the governance
• The fourth principle deals with the performances and board reporting
• The fifth principle manages the relationships of the stakeholders and their reporting
• The very last and sixth principle is in charge of decision making that is responsible and ethical

Several membership structures are included in the governance of Sports Hanlonstan. There are many ways by which a membership scheme can be structured efficiently. On the very basic level, one can have a size that fits into all the schemes, and every single person can be included to it. As opined by Schoenberg, Cuskelly and Auld (2016, p. 1), this activity of structuring the membership makes it very easy for explanation and the purpose of overall administration. Providing different levels and types of memberships helps in targeting different categories of people and varied offerings along with some cheap and expensive options to encounter within Sports Hanlonstan.

The different structures are as follows:

Basic membership structure:

The ordinary level of basic membership will have a certain number of benefits which allows the members of Sports Hanlonstan to participate in the activities if the Sports Hanlonstan. One can stay updated with the actions taking place. According to Shilbury and Ferkins (2015, p. 380), this membership structure can provide one with items such as membership cards, unique badges, subscription of a newsletter, bumper stickers etc. An individual can also be provided with the option of the concessional membership who are not having the option of direct cash. 

Special membership structure:

According to Andon and Free (2012, p. 131), on the very next level, one can start building other layers with more specifications, prestige and rewards within Sports Hanlonstan. This membership structure includes the specifications like obtaining special hospitality to the players in events organised by the forums, individual emails and assigning of games, obtaining gold plated badges, meeting with other fellow patrons and some dignitaries and special certificates and medals for the ones who performed the best.

Membership Structures

According to Bradshaw and Fredette (2013, p. 1111), it is very important and necessary that the sports clubs of Hanlonstan are structured efficiently from a perception that is legal and suits the best to the needs of the players in the current span of time and shortly in Sports Hanlonstan. Structuring the memberships determines the separate legal identity, impacts the structure is having on the liability of the members, different regulations and legal necessities, financial implications etc. According to Brown, Hillman and Okun (2012, p. 145), several structures of incorporation can be considered, and the sports clubs of Sports Hanlonstan to which the memberships belong are eligible for the adoption of charitable statuses or Community Amateur Sports Club or the CASC status. No matter which structure is being chosen, the member should make sure that they understand the implications and updating of the membership structures that are very newly formed by the governing body of Sports Hanlonstan.

Board Structures:

As opined by Doherty, Misener and Cuskelly (2014, p. 124), the board structure of Sports Hanlonstan can have a direct influence on the functionality of the board and the ability of the board of Sports Hanlonstan for retaining and attracting qualified board members who are suitable for the sports organisation, Hanlonstan. These notions have been found out in research on good sports governance of Hanlonstan which was undertaken by the Vicsport in the year 2013.

The governance structure of sports like Sports Hanlonstan is however comprised of the functional board and sub-committees which are separated in the roles between the different persisting boards, the Chief Executive Officer of Sports Hanlonstan and the staffs working there. There is a variation of the structures in the board and the models of governance between different organisations, very commonly like in the boards of SSA work independently by an election of board members in the majority. According to Dowling, Edwards and Washington (2014, p. 520), they also have certain appointed positions for the board members and some provisions. The main aim of the Sports Hanlonstan is, however, to assist and help the sporting forums so that they can overcome certain challenges that are common in the field of sport around the purpose and structures of the board. They help in assisting the board structures and to put the varied systems and practices in place for a better level of governance within Sports Hanlonstan. 

According to Ferkins and Shilbury (2015, p. 489), there are different structures of governance under which the organisations work. Just like the Australian Sports Commission, Sports Hanlonstan should advocate the clear documentation of each structure with transparent delineation of the responsibilities, roles, the board powers and the management of every single body that is involved. There should be no overlapping of the powers between any individual or anybody in the governance structure of Sports Hanlonstan.  The framework of the governance of Sports Hanlonstan should act towards:

• Enabling the guidance of the entity at a strategic level
• Ensuring that the management and the monitoring by the board is being effectively performed
• Clarifying the respective responsibilities, powers and the roles of the entire management and the board of the organisation
• Defining the accountability of the board towards the entity
• Ensuring that there is a balance in the authority so that not even a single individual has any powers that are unfettered

Board Structures

The principles of governance of Sports Hanlonstan should state that each board should be structured in a manner so that it reflects the environment which is complex and facing Sports Hanlonstan which is getting modernised. The board:

• should be comprised of five to nine people acting towards a similar motive
• should have a maximum blending of skills, expertise and the diversities necessary for carrying out the roles effectively
• should be able to make appointments that are external in a limited number for the board with the purpose of fulfilling the gaps in skills
• should have independent board members regardless of the fact they were appointed by someone or elected
• should be able of instituting a rotation system that is staggered for the members of the boards with the most span in the office so that there is an encouragement for the renewal of board
• should be reflective in a broad manner about the key stakeholders if the organisation but should not make any compromise of the skill mix of the board and the objectives laid down by the organisation

If the association is incorporated, then the loss of rules includes some written documents, a guide on how Sports Hanlonstan is supposed to function and details regarding the operations of the Sports Hanlonstan. As opined by O’Boyle and Bradbury (2013, p. 7), there is a contract which is signed in case of written or it can be verbal between Sports Hanlonstan and the members who are working in Sports Hanlonstan. Setting the purpose of Sports Hanlonstan is very necessary to strengthen the base with long-term objectives and if one is willing to survive in the long run. A listing of the rights and the responsibilities of Sports Hanlonstan members and the holders of office is very essential.

The roles of the members of the board of Sports Hanlonstan vary depending upon the size, resources that are available and the nature or characteristics of the sport. Board of Sports Hanlonstan which is effective have a very clear and transparent vision and understanding of the purposes along with a precise understanding of the direction of Sports Hanlonstan shortly. According to Shilbury, Ferkins and Smythe (2013, p. 349), a very prior and important function for the board of Sports Hanlonstan is the planning of the organisational strategies along with the directions. They are also responsible for developing the plans strategically which are supposed to guide the staffs and the members of Sports Hanlonstan in achieving the desired goals and the objectives that are identified.

The principle related to the governance of Sports Hanlonstan has stated determination of the process for overseeing and developing the direction at a strategic level is to be done by the board. According to Shilbury, O’Boyle and Ferkins (2016, p. 479), the objectives which are of key importance and the measures of the performances along with the values and principles which are core to Sports Hanlonstan are also to be determined by the board. They should draw up a framework with another organisation which is ethical or legal. 

As opined by Sur (2014, p. 162), it is very important that all the key stakeholders of Sports Hanlonstan are thoroughly consulted with, with the help of the process of strategic planning to make sure that the strategies meant for the near future addresses the issues which are very important. They are also formulated to face Sports Hanlonstan and the outside sports sector which is much wider.

The very recent strategy states that investments by the public are to be made in the sports community of Sports Hanlonstan with the purpose of reaching children who are very young and their age varies from five to seven years. This is the most recent ground-breaking strategy that is related to the sports. This move ought to see a remit on the sports forum at England which has subsequently changed from the investing in sport for the one who was aged fourteen to the supporting of children starting from the age of five years old. This right has been granted to the pensioners with the notion to create a nation which is much more active. According to Shilbury, Ferkins and Smythe (2013, p. 349), sports projects of Sports Hanlonstan which have a measurable and meaningful impact on the process of their work of improving the lives of the people such as extending a helping hand towards the young children so that they can gain and brush up their skills for getting into the work. It also includes the tackling of the social inclusions and initiatives towards the improvement of the physical as well as the mental health of the individuals. They are also targeting the funding towards the groups who have rates that are low in participation and for encouraging the ones who do not will to take part in the physical activities and sports to get themselves involved. This involves support towards the women, towards the people who are disabled, the individuals who belong to the lower stratus of the social and economic groups as well as the older people. According to O’Boyle, Cummins and Murray (2015, p. 13), Sports Hanlonstan initiated to set for a fund with new terms for getting the inactive individuals much more physically active and will help, support and measure the level of participation in sports activities and the physical activities that are going wider and advancing.

Conclusion:

Therefore, it is concluded that there is immense power in Sports Hanlonstan which is incredible and can do good for the social system, about which the new strategy is. The governance of Sports Hanlonstan is willing to invest in the physical activities or the sports activities which will show that it can have a positive impact on the people living in the urban as well as rural areas. They are intending to bring the different communities together through sports activities while making sure that it has a significant and continuous contribution towards the economy as well.

The sports leaders and the governance of Sports Hanlonstan want to spread away and give the experiences that are best possible since the very early ages. There will be a unification of the approaches by the governing bodies of Sports Hanlonstan. They will also look after some specific areas like the composition of the boards of the sports forums, their representation in national as well as internationals fields and the transparency in their activities. The certain codes that are laid down by the governing body of Sports Hanlonstan mentioned above have a mandatory execution in all the bodies of the forum which has received the funding from the public in this year. 

References:

Adriaanse, J. A., and Schofield, T., 2013. Analysing gender dynamics in sport governance: A new regimes-based approach. Sport Management Review, 16(4), 498-513.

Andon, P., and Free, C., 2012. Auditing and crisis management: The 2010 Melbourne Storm salary cap scandal. Accounting, Organizations and Society, 37(3), 131-154.

Bradshaw, P., and Fredette, C., 2013. Determinants of the range of ethnocultural diversity on nonprofit boards: A study of large Canadian nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 42(6), 1111-1133.

Brown, W. A., Hillman, A. J., and Okun, M. A., 2012. Factors that influence monitoring and resource provision among nonprofit board members. Nonprofit and Voluntary Sector Quarterly, 41(1), 145-156.

Doherty, A., Misener, K., and Cuskelly, G., 2014. Toward a multidimensional framework of capacity in community sport clubs. Nonprofit and Voluntary Sector Quarterly, 43(2 suppl), 124S-142S.

Dowling, M., Edwards, J., and Washington, M., 2014. Understanding the concept of professionalisation in sport management research. Sport Management Review, 17(4), 520-529.

Ferkins, L. and Shilbury, D., 2015. Board Strategic Balance: An Emerging Sport Governance Theory. Sport Management Review, 18(4), 489-500.

Ferkins, L., and Shilbury, D., 2012. Good boards are strategic: What does that mean for sport governance? Journal of Sport Management, 26(1), 67-80.

Ferkins, L., and Shilbury, D., 2015. The stakeholder dilemma in sport governance: Toward the notion of “stakeowner”. Journal of Sport Management, 29(1), 93-108.

Ferkins, L., Shilbury, D., and O’Boyle, I., 2018. Leadership in Governance: Exploring Collective Board Leadership in Sport Governance Systems. Sport Management Review, 21(3), 221-231.

Fredette, C., Bradshaw, P., and Krause, H., 2016. From diversity to inclusion: A multimethod study of diverse governing groups. Nonprofit and Voluntary Sector Quarterly, 45(1 suppl), 28S-51S.

O’Boyle, I. and Shilbury, D., 2016. Exploring Issues of Trust in Collaborative Sport Governance. Journal of Sport Management, 30(1), 52-69.

O’Boyle, I. and Shilbury, D., 2018. Identifying enablers and barriers: Shaping collaborative sport governance theory, World Leisure Journal.

O’Boyle, I., and Shilbury, D., 2017. Comparing Federal and Unitary Models of Sport Governance: A Case Study Investigation. Managing Sport and Leisure, 21(6), 353-374.

O’Boyle, I., and Bradbury, T., 2013. Current issues in modern sport governance. Sport governance: International case studies (pp. 7-19). New York: Routledge.

Schoenberg, G., Cuskelly, G., and Auld, C., 2016. The role of intragroup dynamics in nonprofit governance models: A systematic quantitative literature review. Managing Sport and Leisure, 21(1), 1-22.

Shilbury, D., and Ferkins, L., 2015. Exploring the utility of collaborative governance in a national sport organization. Journal of Sport Management, 29(4), 380-397.

Shilbury, D., Ferkins, L., and Smythe, L., 2013. Sport governance encounters: Insights from lived experiences. Sport Management Review, 16(3), 349-363.

Shilbury, D., O’Boyle, I., andFerkins, L., 2016. Toward a Research Agenda in Collaborative Sport Governance. Sport Management Review, 19(5), 479-491.

Sur, S., 2014. Making sense of board effectiveness: a socio-cognitive perspective. Corporate Governance, 14(2), 162-180