Conflicts of Interest in the Intercollegiate Athletics Management Structure – The Impetus for Nullification of Presidential Authority

Submitted by Corey M. Turner, J.D., Assistant Professor of Business Law*

1* Department of Business, Kingsborough Community College, City University of New York, Brooklyn, New York 11235

Corey M. Turner is an Assistant Professor of Business Law and a member of the campus-wide Athletics Committee at the City University of New York’s Kingsborough Community College.

ABSTRACT

In recent years there have been numerous athletics scandals at major universities. The scandals are the outgrowth of infractions of NCAA rules and regulations committed by coaches and student-athletes. In the wake of such scandals, university presidents have asserted that they are not in control of their athletics programs, despite the fact that the NCAA changed its management structure in 1997 giving presidents full authority for the governance of intercollegiate athletics nationally. Thus, there is a perception amongst university presidents that their presidential authority in areas of intercollegiate athletics governance has been nullified despite the existence of NCAA regulations to the contrary.

The root cause of nullification of presidential control and authority is the president’s own conflict of interest between professional responsibilities and personal interests. In the contemporary environment of large television contracts and the race to increase revenues on university campuses, there has been a fundamental change in mindset that places the importance of athletics over academics. In such an environment, conflicts of interest are both prevalent and unavoidable. Thus, the key issue is not the existence of conflicts of interest, but the management of conflicts of interest.

Although there is no easy answer or simple fix for conflict of interest induced nullification, process based decision making may be strategically deployed as a conflict of interest management tool when analyzing information, evaluating choices, making decisions, and establishing conditions that such decisions must meet in order to be ethically correct.

Key words: infractions, NCAA, university, president, management structure, control, authority, governance, intercollegiate, athletics, conflict of interest, nullification, decision making. Continue reading

A Case Study of a Successful Men’s NCAA Division I Distance Running Coach: To what extent is Decision-making Humanistic?

Submitted by Seth E. Jenny and Glenn F. Hushman

Seth E. Jenny, Ph.D., is an assistant professor within the Department of Physical Education, Sport and Human Performance at Winthrop University. He is a certified USA Track and Field coach and American College of Sports Medicine Health-Fitness Specialist. Glenn F. Hushman, Ph.D., is an assistant professor within the Department of Health, Exercise, and Sports Sciences at the University of New Mexico. There he teaches undergraduate and graduate physical education teacher education courses.

Abstract

A coaching philosophy is a set of values that guide a coach’s behavior in practical instructional situations, and in overall human relationships. The humanistic coaching philosophy is an athlete-centered, collaborative, and non-manipulative process between athlete and coach, taking into account individual athlete differences and abilities, with the hopes of eventually developing a self-confident and self-regulated athlete. The aim of this case study was to investigate the coaching philosophy and methods of a successful men’s NCAA distance running coach and explore to what extent the stated coaching philosophy and coaching methods of the coach are humanistic. After data collection of coach and athlete interviews, training session observations, and artifact collection, the primary theme of coach/athlete decision-making emerged. Findings indicated that the coach’s stated philosophy and methods were humanistic in regards to having open collaborative decision-making with athletes in most areas of the program (e.g., weekly running mileage, warm-up and cool-down routines, etc.), but dictatorial methods were employed in planning interval and tempo workouts independent from athletes. This corresponded to perceptions of dependency in which the majority of athletes felt dependent on the coach for planning training schedules and effectively implementing interval and tempo workouts into a training plan. A major implication from these findings include that in areas where coaches are authoritative, athletes may not develop feelings of competence which could impact athletes’ abilities to self-regulate independently from the coach. This research was performed and submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Physical Education, Sport and Exercise Science from the University of New Mexico.

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The J-Motion Squat: An Ancillary Lift for Enhancing Olympic-Style Lifts and Power

Abstract

The J-motion squat—J refers to the trajectory of the hip during the squat—is a dynamic action combining the benefits of front and parallel squatting. The J-motion squat accentuates pelvic movement and enables the lifter to better utilize the hamstrings for further strength and power development. We describe the J-motion squat and provide a review of the practical benefits of teaching it as an ancillary lift within training programs for power athletes.

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