Download Ethical leadership in sport : what's your ENDgame? by Pippa Grange PDF

By Pippa Grange

Moral management in recreation: what is your ENDgame? is a pragmatic consultant on tips on how to navigate the complexities of moral management in recreation, spotting the expanding strain put on members and agencies in game to win and be exemplary position models.

While such a lot leaders recognize correct from incorrect, giving voice on your values isn't undemanding.  This booklet explores the way to process the moral judgements, dilemmas, and value-based conflicts that emerge for leaders in activities firms that allows you to make reliable offerings, force a legitimate tradition, and decrease the danger of going awry.
This booklet ponder ethics within the context of contemporary recreation and highlights the vintage moral traps and cultural slippery slopes to prevent, utilizing case stories and examples.

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Additional resources for Ethical leadership in sport : what's your ENDgame?

Sample text

Choices can be dramatically different with a shift in the priority of our values. In the same way, albeit on a much less grave scale, sports clubs and teams may reorient their values under pressure. They make different choices about what is good and act accordingly. Consider some classic sports values and how they become conflicted under pressure: • • • • • • • • • • • Mateship versus self-preservation Loyalty versus honesty Elitism versus inclusion Pride versus humility Ambition versus self-sacrifice Ruthlessness versus respectfulness Teamwork versus self-reliance Winning versus taking part Equality versus insider-group Patriotism versus multiculturalism Warrior versus role model Principles There needed to be a second “doorpost” so to speak, to hold up the question: what ought one to do?

An injured athlete should not be “required to play” by the coach after a medical assessment rules that he or she is not fit and likely to cause further damage if they do play. A basketball player should not be assaulted and abused by a coach as a way of forcing them to perform for fear of reprisal. “Doing” Ethics 37 The following example was reported across the United States including in The Washington Post: The recent National Collegiate Athletic Association (NCAA) basketball case where Rutgers Coach Mike Rice was fired after the release of a 30-minute videotape on ESPN that documented the physical abuse and profane verbal assaults that Rice hurled at his own players during practice over a two-year span is a good illustration.

It is more useful to think of it as a process; one that involves building awareness of ethical content such as, values, principles, your beliefs about your defining purpose, and an understanding of your own morals, and also a process that involves reflection, selfmanagement, judgment, and then the most important part, action. If you can develop competence at each of these things, not just the awareness part, you will have the best chance of becoming a leader who uses ethics well. I was offered some very useful advice on “doing ethics” several years ago during a session at Duntroon military college in Australia, as part of an ethical leadership program.

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