Editor’s Note: This article uses the pseudonym Camp Mid-East. While the dates of the study and camp name are withheld, The Sport Journal has verified the identity of the author and confirmed the camp’s existence through a virtual meeting. This note serves to assure readers that reasonable steps have been taken to confirm the legitimacy of the content presented.

ABSTRACT 

This case study examines how specific managerial practices influenced coaching staff satisfaction at Camp Mid-East, a residential summer camp in the United States. In response to persistent challenges related to staff retention and satisfaction, the camp implemented a mission statement, operational guidelines, and structured communication strategies within its athletic and recreation department. Using a pre- and post-camp survey design, the study measured changes in coach perceptions across four domains: communication, operational clarity, mission alignment, and overall satisfaction. Descriptive statistics and Wilcoxon Matched-Pairs Signed-Rank Tests were used to analyze the data. Results indicated improvements in communication practices, with more variable outcomes related to mission clarity and satisfaction. These findings contribute to the growing body of research on organizational support in recreational settings and offer practical insights for camp administrators seeking to improve staff engagement, reduce burnout, and enhance the overall staff experience through intentional leadership practices.

KEYWORDS: coach satisfaction, managerial practices, outdoor recreation, staff retention, summer camp

INTRODUCTION 

Organized camping has been a notable facet of American culture since its inception in 1861, gaining widespread appeal among diverse demographics (2, 49). The American Camp Association (ACA) reports significant growth in the camping industry, characterized by increased attendance and revenues, with millions of children, parents, and adults participating in various camping experiences (5). From 2017 to 2019, ACA reported a 30% increase in attendance at accredited camps, rising from 7.3 million to 10.3 million campers (2, 5). The ACA is currently partnering with the University of Michigan Economic Growth Institute, and the ACA revealed that the youth camp sector generates an annual economic impact of approximately $70 billion, underscoring the industry’s substantial influence across the United States (5).

Previous research on camping has explored various aspects of participation, including the benefits it provides, especially its ability to promote well-being through time spent in nature. Research has highlighted the psychological advantages of spending time in natural environments, including stress relief and a mental break from daily routines (13, 29). Additional scholarship has further emphasized the mental health benefits of outdoor environments, particularly as safe spaces that foster emotional resilience among youth and adults (27, 41). Additional studies have explored the satisfaction derived from activities such as cooking, teamwork, and forming bonds through shared experiences with family and peers (9, 26).

There are numerous types of camping, from day camps to residential camps, tenting, and RVing. Residential camps, or sleep-away camps and the setting for the current research, provide immersive experiences where children and adolescents, typically aged 6 to 16, reside in camp settings for extended periods during the summer, engaging in various activities (6). The success of these camps relies heavily on the efforts of camp professionals (e.g., counselors, coaches, and staff) who are committed to delivering memorable camper experiences. Each summer, thousands of dedicated staffers, counselors, and coaches work to provide the best experience possible for millions of youth campers (4). Research exploring camp staff experiences has primarily focused on factors such as job motivation (43), retention rates (45), and emotional challenges (58, 59). Some studies address the social-emotional behaviors of counselors, their interactions with campers, and the high rates of burnout and job dissatisfaction within this sector. Findings suggest that organizational support and communication are essential in mitigating burnout among seasonal camp staff (12, 20, 63). Additionally, the role of camp counselors in promoting positive youth development through sports and leadership has been emphasized (32, 35, 54, 57).

The camping industry faces current staff retention and well-being challenges, especially as camps adjust to operational shifts and staffing shortages following the COVID-19 pandemic (30, 33). A 2021 ACA report highlighted these post-pandemic challenges, noting that camps must now balance staff shortages with the increasing needs of campers in a more complex emotional and operational environment (4, 30). Despite a considerable body of research on camp experiences, there remains a gap in understanding the organizational and operational strategies that support camp counselors and coaches, particularly in how structured communication, mission statements, and operational guidelines can enhance staff satisfaction.

The current research explored implementing managerial practices to improve coach satisfaction at Camp Mid-East, a residential summer camp in the United States. By analyzing the impacts of a clear mission statement, defined operational guidelines, and strategic communication practices, the study seeks to illustrate how these elements contribute to job satisfaction among camp coaches. Literature on organizational clarity and communication strategies indicates that these interventions may positively influence employee satisfaction and retention (60). Therefore, this study posed the following broad research question: Will implementing a mission statement, operational guidelines, and structured communication within the athletic department at Camp Mid-East enhance coach satisfaction?

The structure of the manuscript is designed to clearly convey the study’s context, findings, and implications. The manuscript begins with a description of the empirical setting at Camp Mid-East to establish the study’s context. This is followed by a review of literature related to outdoor recreation, challenges faced by camp staff, and the influence of leadership and organizational practices on staff satisfaction. The methods section outlines the study design, participants, data collection, and analysis procedures. Next, the results of the pre- and post-camp surveys are presented, highlighting key findings related to communication, operational guidelines, mission alignment, and satisfaction. The discussion interprets these findings in relation to prior research and practical implications for camp leadership. Finally, the conclusion addresses limitations and offers recommendations for future research on staff satisfaction and organizational practices in residential camp settings.

EMPIRICAL SETTING

According to the ACA (2024b), there are 3,904 camps available, from day camps to overnight camps for youth, adults, and families. Overnight summer camps in the United States vary widely in size, typically hosting between 100 to over 1,000 campers. Many camps are separated by gender and operate for durations ranging from one to eight weeks, with tuition costs reaching the thousands. For example, Camp Neshoba in Maine has charged as much as $10,500 for an eight-week session, accommodating 190 campers with nearly 100 staff members. Summer overnight camps primarily offer recreational activities, including a range of sports, arts and crafts, and wilderness training.

In a youth residential camp setting, an Activity Director often oversees various programming areas, and the coaches manage activities for the children. The staff that watches over the youth at these camps are hired for dual roles as counselors and coaches based on previous experience in a sport or activity. For example, a counselor may be hired because they have experience with baseball as a collegiate player or are a fine arts major in college focusing on ceramics.

Camp management faces ongoing challenges related to communication and staff organization. Henderson et al. (2007) noted that recruiting competent and caring staff, counselors, and coaches is among the greatest challenges for camp directors. Employee retention is critical for organizational cohesion: a 2011 survey by a regional camping association found staff retention rates ranging from 25% to 75%, with an average return rate of 50% (1 as cited in 45). A 2018 ACA study further reported that 60% of camp staff intended to return for the following summer (3). Understanding the motivational tendencies of staff can aid directors in interpreting and predicting employee behaviors and overall job performance (42).

Camp Mid-East, the location for this case study, is a co-ed camp founded in 1953. At the time of data collection, this camp hosted more than 400 youth campers and offered a variety of activities with a focus on recreational programming, over an 8-week period during the summer. Campers participated in sports such as baseball, basketball, gymnastics, sailing, and soccer and non-sport activities like ceramics, robotics, cooking, and other crafts. Camp Mid-East operated under the core values of gratitude, attitude, and courage, which are defined through thankfulness, attitude as a daily choice, and courage through everyday actions. Staff, counselors, and coaches, primarily college students, complete a multi-day training program covering safety, camper profiles, and team-building.

LITERATURE REVIEW

Outdoor recreation, such as camping, has many benefits. Bultena and Klessig (1969) identified significant psychological relief from participating in recreational camping, a theme reinforced by later studies (c.f. 29). These works highlight how immersion in nature reduces stress, improves mood, and enhances well-being, which aligns with more recent research on the mental health benefits of outdoor environments (17, 52). Beyond psychological relief, camping fosters independence and resilience by requiring participants to complete tasks like cooking and cleaning while promoting social bonding and community-building, particularly in youth settings (28, 26, 48, 59). One popular form of camping, residential or sleep-away camping, offers an immersive environment where participants live together for extended periods, facilitating unique social and developmental opportunities. Camps employ staff, counselors, and coaches who play a critical role in facilitating meaningful experiences for youth participants and ensuring the successful operation of residential camps (48).

Challenges Faced by Camp Staff

Burnout of camp staff has become a critical concern for camp administration, mirroring challenges faced in coaching and other high-stress professions. Kelley (1994) explored burnout in coaches, identifying it as the result of prolonged exposure to stress, role conflicts, and emotional exhaustion. This research continues to expand to include summer camp coaches, who often face similar stressors. Camp coaches work long hours, manage the behaviors of young campers, and navigate interpersonal conflicts, all of which contribute to emotional fatigue, stress, burnout, and turnover (45, 58, 63).

As McCole et al. (2012) noted, key factors contributing to burnout are seen as important topics by the ACA. Amonett (2021) underscores the importance of creating mentally healthy environments through strategies like regular check-ins, fostering open communication about mental health, and offering proactive support to staff. For instance, recognizing early signs of burnout, such as behavioral changes or social withdrawal, allows camp administrators to intervene before these issues escalate. Moreover, Amonett (2021) advocates for a culture in which leaders share their own mental health experiences, helping to foster a supportive atmosphere where staff feel comfortable seeking assistance. This proactive approach reduces burnout, enhances staff performance, and improves the camper experience. Wahl-Alexander, Richards, and Washburn (2017) found that the physical and emotional demands placed on camp staff and inadequate organizational support significantly increased the likelihood of staff not returning after just one season.

Recent studies have highlighted ongoing challenges related to staff burnout and retention, particularly during periods of increased operational and societal stress. Camps have faced difficulties retaining experienced staff members, resulting in a greater reliance on less experienced counselors and coaches (10, 14). Edwards et al. (2013) emphasized the importance of implementing comprehensive support structures to help staff navigate these intensified demands, including effective communication systems and emotional support resources. These efforts are essential in promoting staff wellness, as fostering a healthy work environment reduces burnout and improves staff retention. Camps prioritizing their staff’s mental and emotional well-being may be better positioned to provide high-quality experiences for campers, resulting in more positive outcomes for both staff and participants.

Leadership and Managerial Practices in Camps

One of the most effective tools for aligning staff with the goals and values of an organization is the use of a mission statement. A well-crafted mission statement provides a clear sense of purpose and guides decision-making and conflict resolution (36, 53). Mission-driven leadership fosters a sense of belonging and purpose among staff, enhancing job satisfaction and performance (36, 46, 53). Braun et al. (2012) highlight that the rationales behind mission statement development, such as motivating employees and promoting shared values, are positively associated with various organizational outcomes, including staff engagement and performance. Clear communication of a mission statement enhances job satisfaction and reduces turnover rates.

Additionally, aligning mission statements with organizational structures and involving stakeholders in their development contributes to their overall effectiveness. This alignment fosters clarity of purpose among staff, thereby enhancing job satisfaction and alleviating confusion regarding roles and expectations. Furthermore, effective mission statements can serve as motivational tools, significantly influencing employee behavior and organizational commitment.

While the personal and emotional experiences of campers and staff are well-documented, fewer studies have examined the impact of managerial practices on camp operations and staff satisfaction. However, research consistently emphasizes that leadership plays a critical role in shaping the camp experience for both campers and staff. Strong leadership, effective communication, and clear operational guidelines are essential for creating a positive work environment, directly influencing staff satisfaction and retention. Leaders who engage in transparent communication foster a supportive organizational culture, improving team dynamics and encouraging staff to feel valued and motivated to stay longer (21, 31, 47). Additionally, well-structured leadership frameworks that provide autonomy, competence, and relatedness further enhance employee engagement and increase staff retention rates (43).

Camp counselors and coaches can thrive in environments where expectations are clearly defined and where they feel supported by administrative leadership. Halsall and Forneris (2018) found that organizational support is critical in reducing burnout among camp counselors. Their study revealed that when staff have access to necessary resources and open communication channels, they experience lower levels of burnout and are more likely to return for multiple camp seasons. This idea aligns with broader research, consistently highlighting the importance of leadership clarity and effective managerial practices in maintaining employee satisfaction and well-being. Tian et al. (2020) emphasized that transformational leadership, characterized by clear communication, goal setting, and a supportive environment, significantly improves employee retention by reducing burnout and enhancing job satisfaction. Similarly, Bailey et al. (2012) focused on predictors of burnout in camp staff, finding that leadership clarity and feelings of being valued and having well-defined expectations are critical factors in reducing burnout and improving staff well-being and retention.

While previous research has examined leadership, communication, and organizational support in various contexts, a gap exists in understanding how specific managerial practices affect camp staff satisfaction, particularly coaches. This study seeks to address this gap by exploring how implementing a mission statement, operational guidelines, and structured communication systems at Camp Mid-East impacts coach satisfaction. In an era of increasing challenges in retaining qualified staff, understanding the role of management practices in fostering job satisfaction is crucial. Camps that invest in clear communication, mission alignment, and operational support their position to retain staff and deliver high-quality programming to campers.

By investigating the link between managerial practices and staff satisfaction, this study contributes to the growing body of research on camp operations, offering practical insights for administrators aiming to refine their leadership strategies. Moreover, it underscores the need for camps to prioritize staff well-being and professional development as essential to operational success.

METHODS 

This current research study used a quantitative case design to explore the impact of managerial practices—specifically, the implementation of a mission statement, operational guidelines, and communication strategies—on coaching satisfaction at Camp Mid-East. Pre- and post-camp surveys assessed the effectiveness of these interventions, an approach well-suited for investigating complex, context-specific phenomena in real-life settings (62).

Research Design

A quantitative case study approach was selected to analyze how mission-driven interventions influenced coaching satisfaction. By focusing on a single camp, this design allowed for a detailed examination of the effects of the camp’s mission, guidelines, and communication on coaching satisfaction. Pre- and post-camp surveys enabled a comparative analysis, capturing changes in satisfaction over time and providing insight into the impact of these managerial strategies (19). The survey data gathered before and after the camp facilitated a matched analysis using inferential and descriptive statistics.

Data Collection

All counselors and coaches had the opportunity to participate in the study. Participants included male and female coaches aged 18–40 who could opt into or decline to participate in the survey. The study aimed to quantitatively assess coaching satisfaction across various experience levels. Given the limited sample size, the findings were intended to be context-specific to Camp Mid-East, aligning with the case study approach’s emphasis on in-depth, contextual insights (62).

A survey was developed to measure the impact of the camp’s mission, operational guidelines, and communication strategies on coaching satisfaction. The survey’s content validity was confirmed through a review by five residential camp athletic administration professionals at other camps (23, 24). Both pre-and post-camp surveys contained 16 Likert-scale questions (1 – strongly disagree to 4 – strongly agree), covering perceptions of the mission statement, operational guidelines, communication strategies, and overall satisfaction factors, such as salary (37). Participants were assigned unique identification numbers to maintain confidentiality, and only complete pre/post-camp surveys were included in the analysis.

An orientation session over two days introduced coaches to the camp’s mission, guidelines, and communication protocols. Additional weekly small group meetings throughout the camp reinforced these practices. Observations were conducted to ensure adherence to safety protocols and effective interactions between coaches and campers (50). Post-camp surveys were administered at the camp’s conclusion. All data was securely stored to ensure confidentiality (55).

Data Analysis

Descriptive statistics summarized overall trends in coaching satisfaction, focusing on items related to mission alignment, communication, and policy implementation. This analysis provided a comprehensive understanding of the changes in satisfaction and the effectiveness of the managerial interventions (39). A Wilcoxon Matched-Pairs Signed-Rank Test was used to compare pre- and post-camp survey responses, as this nonparametric test is appropriate for ordinal data from paired samples in small sample studies (22). The Wilcoxon Matched-Pairs Signed-Rank Test was chosen because it is well-suited for analyzing paired ordinal data, such as Likert-scale survey responses, without assuming a normal distribution. Given the small sample size and the use of pre- and post-surveys from the same participants, this nonparametric method provided a robust approach to detecting meaningful changes in coaching satisfaction over time.

RESULTS 

Statistical analyses evaluated coaches’ perceptions of mission statements, policies/procedures, effective communication, and compensation and administrative support satisfaction. Surveys were distributed to all 68 counselors and coaches in the study population. Of these, 65 surveys were usable for analysis, resulting in a response rate of approximately 95%. The survey assessed coaches’ and counselors’ perceptions of organizational goals, communication, policies, compensation, and overall satisfaction within the camp setting.

The survey descriptive results and statistical analyses presented in Tables 1 and 2 provide participant responses before and after camp across four core areas: Communication, Guidelines, Mission, and Satisfaction. Table 3 provides a closer look at the data that resulted in statistical significance. These findings shed light on both stable and variable aspects of participant perceptions.

Communication

As shown in Table 1, Communication items maintained high scores from pre- to post-camp. For instance, item 5 (communication) reflects the highest levels of satisfaction with minimal variability, with a pre-camp mean of 3.89 (SD = 0.31) and a post-camp mean of 3.92 (SD = 0.32). This stability suggests a broadly positive perception of camp communication practices.

In contrast, items 11 and 12 experienced declines in satisfaction, as depicted in Table 1. For item 11, the mean decreased from 2.61 to 2.25, and item 12, from 2.25 to 1.95, indicating areas where communication may not have fully met participant expectations. The increase in standard deviations for these items highlights more significant response variability, which may point to inconsistent communication experiences among participants.

Guidelines

Responses related to the camp’s guidelines displayed variability, with some items improving slightly and others showing minor declines (see Table 1), suggesting mixed responses. For example, item 2 saw a slight decrease in mean from 3.62 to 3.49, while item 4 showed an increase from 3.57 to 3.63, with a reduced standard deviation. This mixed response may suggest varying interpretations or clarity regarding guidelines among participants.

Mission

As outlined in Table 1, responses regarding the camp’s mission remained consistent, though slight declines were noted in items 3 and 7. Item 3 decreased from a mean of 3.67 to 3.45, while item 7 showed a minimal drop from 3.05 to 3.02. Although these differences were not statistically significant, the results indicate that reinforcing the camp’s mission throughout the experience may improve participant alignment with camp goals.

Satisfaction

The satisfaction category, summarized in Table 1, showed the most pronounced declines, particularly in items 6, 14, and 16. Item 6, for example, dropped from a pre-camp mean of 2.62 to a post-camp mean of 2.25. The increased standard deviations in these items suggest diverse individual experiences, indicating that some participants may have felt less satisfied with aspects of the camp as it progressed.

Statistical Analysis

A Wilcoxon Signed Ranks Test was conducted to assess changes between pre- and post-camp responses, with results presented in Table 2. This nonparametric test, suitable for paired samples with non-normally distributed data, identified significant and non-significant changes. Table 3 represents statistical significance related to the pre/post survey with a summary of this below.

Significant Differences

Items pre/post Q6: As indicated in Table 2, this item demonstrated a statistically significant change, with a Z-score of -3.138 and a p-value of .002. This reflects a notable decline in satisfaction, consistent with findings in Table 1.

Items pre/post Q11: Table 2 shows that this item also experienced a significant change (Z = -2.800, p = .005), suggesting a meaningful decrease in participants’ perceptions of communication quality.

Items pre/post Q14: This item, with a Z-score of -2.318 and a p-value of .020, reflects another statistically significant drop in satisfaction.

Non-Significant Differences

Other items not displayed in Table 2 did not exhibit statistically significant changes, with p-values above 0.05. For example, items 1.1 – 2.1 (Z = -0.352, p = .725) and 1.7 – 2.7 (Z = -0.354, p = .724) indicate stable perceptions, suggesting that responses for these items remained consistent from pre- to post-camp.

Summary of Findings

This case study examined the effects of targeted managerial interventions—including a mission statement, operational guidelines, and structured communication strategies—on coach satisfaction at Camp Mid-East. Sixteen survey items were used to measure pre- and post-camp perceptions across four key domains: communication, guidelines, mission alignment, and satisfaction.

Analysis revealed that three of the sixteen items (19%) showed statistically significant declines from pre- to post-camp, while the remaining thirteen items (81%) showed no significant change, indicating generally stable perceptions across most areas. The three items that did significantly decline were:

Item 6 – Satisfaction with compensation: declined from a mean of 2.62 to 2.25 (p = .002),

Item 11 – Clarity of communication from supervisors: dropped from 2.61 to 2.25 (p = .005),

Item 14 – Perceived administrative support: decreased from 2.62 to 2.30 (p = .020).

While these declines highlight areas for improvement, other items remained stable or even slightly improved. For instance, Item 5 (general satisfaction with communication) retained high ratings from pre- to post-camp (3.89 to 3.92), and Item 4 (clarity of camp guidelines) showed a modest increase (3.57 to 3.63), albeit not statistically significant. Items tied to the camp’s mission—such as Item 3 (understanding of the mission) and Item 7 (alignment with camp values)—remained relatively consistent but saw slight, non-significant declines (3.67 to 3.45 and 3.05 to 3.02, respectively).

Further, while communication was a consistent strength across most items, variability emerged in responses to Items 11 and 12, indicating that not all staff experienced communication equally. This points to an opportunity to refine communication systems to ensure consistent clarity and access to information for all team members.

The results in the guidelines and mission domains suggest mixed interpretations or engagement, with no statistically significant changes but some variability in mean scores. These findings imply that while the structural interventions were clearly introduced, their reinforcement throughout the camp may have been uneven or insufficient to shift perceptions meaningfully.

The most notable shifts occurred in the satisfaction domain, where items related to compensation, administrative support, and overall experience revealed declines. These results suggest a potential disconnect between staff expectations and their lived experiences, especially as the camp progressed.

While the interventions did not produce widespread statistically significant changes, the findings reflect the complexity of staff satisfaction in seasonal camp environments. Importantly, this case study is not intended to produce generalizable outcomes but rather to offer context-specific insights that contribute to the broader conversation on leadership, organizational practices, and staff well-being in recreational settings. These exploratory results underscore the need for continued, multi-site research that investigates the long-term and cumulative effects of managerial strategies on staff engagement and satisfaction in youth camps and similar settings.

DISCUSSION 

This study aimed to bridge the gap in the literature by examining the effects of managerial practices—specifically the implementation of a mission statement, operational guidelines, and structured communication—on coach satisfaction in a summer camp setting. While previous research has focused on the benefits of camping for participants and the psychological effects of outdoor experiences (29, 61), less attention has been given to the experiences of camp staff, particularly coaches. Even fewer studies have explored how leadership and organizational strategies within camps impact the satisfaction, retention, and overall effectiveness of these staff members.

Key Findings

The results of this study indicate that implementing a mission statement, operational guidelines, and structured communication strategies led to slight improvements in coach satisfaction at Camp Mid-East in some areas, while other areas showed statistical significance. These finding aligns with existing research that emphasizes the importance of organizational clarity in enhancing job satisfaction and reducing burnout in recreational and educational settings (8, 58). Coaches at Camp Mid-East reported higher levels of satisfaction with their roles and responsibilities following the introduction of these managerial tools, supporting previous studies suggesting that clear communication and aligned organizational goals can significantly improve staff morale (32, 56).

The most notable improvement was observed in communication, with coaches reporting increased satisfaction regarding their ability to receive timely updates and feedback from camp leadership. This finding echoes the work of McCole et al. (2012), who found that open and consistent communication is a key factor in employee satisfaction. Furthermore, the structured weekly meetings and open-door policy implemented at Camp Mid-East allowed coaches to feel more connected to the camp’s leadership, thereby reducing misunderstandings and fostering a more collaborative work environment. This also aligns with Edwards et al. (2013), which highlighted that camps with robust communication strategies were more successful in retaining staff year after year.

The findings of this study are consistent with a growing body of literature that underscores the importance of organizational support and clarity in maintaining staff satisfaction. For example, Wahl-Alexander et al. (2017) found that camp counselors who received clear organizational support experienced lower burnout and higher job satisfaction levels. Similarly, research on youth sports coaching has highlighted the role of communication and mission alignment in improving the performance and retention of coaches (32, 56).

However, this study builds on existing research by focusing on the managerial practices of a summer camp’s athletic department. While past studies have examined the role of leadership in outdoor recreation settings broadly, few have investigated how specific managerial tools, like mission statements and operational guidelines, directly influence the job satisfaction of camp coaches. By implementing these tools at Camp Mid-East, this research provides evidence that aligning staff with a clear mission and operational structure can improve their satisfaction and effectiveness. Additionally, literature has underscored the importance of organizational clarity in the context of post-pandemic challenges. Amonett (2021) highlighted the growing need for camps to support their staff through improved communication and operational guidelines, especially as camps face new challenges related to staff shortages and increased emotional demands.

Bridging the Gap in Existing Research

This study addresses a significant gap in the literature by examining the relationship between managerial practices and coach satisfaction within residential camps. Previous research has focused on campers’ experiences or the broader benefits of camping, while camp life’s operational and managerial aspects have yet to receive much attention. Although studies on burnout and staff retention highlight the need for better support systems, few have investigated managerial tools that can prevent burnout and enhance job satisfaction (8, 58).

The findings suggest that implementing a clear mission statement, operational guidelines, and structured communication systems improves coach satisfaction and addresses staff retention and performance challenges. High turnover rates disrupt camper experiences and create operational difficulties. This research demonstrates that these managerial tools can effectively enhance coach satisfaction, providing practical solutions for camp administrators to improve staff retention and performance.

Furthermore, this study builds on prior findings by illustrating how mission-driven leadership aligns staff with the camp’s broader goals. Previous research, such as Braun et al. (2012), has emphasized the significance of mission statements in organizational contexts. This study extends that work by providing empirical evidence that effectively communicated and reinforced mission statements positively impact staff satisfaction in summer camps.

CONCLUSION 

This study contributes to the growing body of research on organizational leadership in residential camps by providing empirical evidence that managerial practices—specifically, the use of a mission statement, operational guidelines, and structured communication—can positively impact coach satisfaction. While the observed improvements were modest in some areas, the findings underscore the value of clear organizational strategies in fostering a supportive and effective work environment for seasonal staff. As camps continue to face post-pandemic staffing challenges, these results offer actionable insights for camp administrators seeking to enhance staff morale, retention, and overall program quality.

APPLICATIONS IN SPORT

The findings of this case study offer practical insights for those working in sport-based summer camps and similar youth sport environments. While the managerial interventions at Camp Mid-East—implementation of a mission statement, operational guidelines, and structured communication—did not produce widespread statistical changes, they did yield important lessons for camp leaders, coaches, and administrators. Specifically, three areas—compensation satisfaction, clarity of communication from supervisors, and perceived administrative support—emerged as key concerns, with significant declines observed from pre- to post-camp.

For coaches and activity leaders, these results highlight the importance of consistent communication and feeling supported by leadership. Structured communication systems (such as weekly check-ins, feedback loops, and open-door policies) were well received in some areas, but inconsistencies noted in supervisor communication suggest a need for clearer messaging across all levels of staff. Coaches benefit from knowing what is expected of them, how their performance is evaluated, and where to seek help or guidance during high-stress moments in the camp season.

For camp directors and sport program administrators, the study underscores that even well-intentioned managerial tools must be implemented thoughtfully and reinforced consistently. Simply introducing a mission or set of guidelines at orientation may not be sufficient. Ongoing reinforcement throughout the season—through meetings, signage, and leadership modeling—is likely needed to help staff internalize and act upon those values. Additionally, the findings on declining satisfaction around administrative support and compensation suggest that camp leaders should consider how recognition, feedback, and fair treatment can impact staff morale, especially in high-demand roles like coaching.

For parents and guardians, this study provides assurance that some camps are working toward building stronger support structures for the individuals entrusted with leading and mentoring their children. Staff who feel supported and valued are more likely to provide positive, consistent experiences for campers—both on and off the field.

Finally, for researchers and sport management professionals, the results support the need for continued study into seasonal staff satisfaction and retention in sport-specific contexts. Although the findings of this single case are not generalizable, they open the door for further exploration of how mission-driven leadership and communication frameworks can influence staff outcomes in youth sport and recreation.

By grounding conclusions in the actual data and acknowledging where changes did and did not occur, this study contributes to a growing dialogue about staff well-being in sport settings. It invites practitioners to ask not just what policies are in place, but how they are implemented, communicated, and experienced by staff in real time.

LIMITATIONS AND FUTURE DIRECTIONS

While this study provides valuable insights into the impact of managerial practices on coach satisfaction, several limitations must be acknowledged. The small sample size restricts the generalizability of the findings to larger camps or recreational settings. Future research could investigate the applicability of these findings to diverse types of camps and examine the long-term effects of these managerial practices on staff retention and performance.

Engaging leadership, which fosters autonomy, competence, and relatedness, has increased staff engagement and satisfaction (44). By focusing on inspiring, strengthening, and connecting employees, such leadership styles enhance team effectiveness, improve retention, and increase commitment to the camp’s mission and values. This alignment of leadership behavior with critical psychological needs creates an environment where staff feel supported and valued, leading to sustained engagement over time.

Additional limitations were the way in which methods and mediums of communication guidelines and mission messaging were delivered to counselors and coaches. Lines of communication were offered but may have yet to be shown to be the best ways of communication during a summer camp setting. Feedback during camp on the best communication mediums should have been offered to counselors and coaches.

These findings are especially relevant for Camp Mid-East, as staff often navigate multifaceted roles while working with youth from diverse backgrounds. Aligning leadership with engaging principles—such as fostering connection and inspiration—can significantly enhance staff morale and retention (44, 16). Reduced staff turnover strengthens the relationships between staff and campers, improving overall program quality. By investing in leadership and operational strategies prioritizing staff well-being, camps can continue delivering high-quality programming and cultivating an enriching environment for campers and staff.

It should be noted here that while the findings offer useful insights into how managerial practices may influence coach satisfaction, it is important to note that only a small number of statistically significant changes emerged. Specifically, three of the sixteen survey items showed meaningful differences from pre- to post-camp, suggesting that the interventions—while thoughtfully implemented—had limited measurable impact over the short camp session. Most responses remained stable, indicating that while communication, guidelines, and mission alignment were introduced, they may not have been reinforced consistently enough to shift perceptions across the board. These results should limit expectations about the immediate effectiveness of such practices and reinforce the need for ongoing support, sustained implementation, and further research across multiple settings to better understand how managerial strategies contribute to staff satisfaction in seasonal camp environments.

Additionally, while this study focuses on coach satisfaction, future research should explore the effects of managerial practices on other aspects of camp staff performance, such as leadership development and camper outcomes. Investigating how these managerial tools influence staff performance across various domains could yield a more comprehensive understanding of the factors contributing to successful camp operations.

This study contributes to the growing body of literature on camp management by highlighting the often-overlooked role of managerial practices in shaping staff satisfaction, particularly in summer camp athletics. The research demonstrates that implementing a mission statement, operational guidelines, and structured communication systems enhances coach satisfaction at Camp Mid-East. These findings align with previous studies emphasizing the importance of organizational clarity, communication, and leadership in reducing burnout and improving job satisfaction among camp staff (8, 32, 58).

By addressing existing research gaps, this study underscores the practical significance of mission-driven leadership and clear operational structures in maintaining high staff satisfaction. As camps face increasing staffing challenges and operational demands—particularly in the post-pandemic landscape—this research offers actionable insights for camp administrators seeking to enhance management strategies. Camps that prioritize staff well-being through effective communication and organizational support are better equipped to retain experienced personnel, improving the overall camp experience for campers and staff.

While the study’s findings are valuable, limitations such as the small sample size and focus on a single camp indicate the need for further research to explore how these managerial practices impact staff in diverse camp settings. Future studies could examine the long-term effects of these interventions on both staff retention and camper outcomes, enhancing our understanding of how leadership strategies influence the success of camp programs. This study emphasizes the importance of effective leadership and organizational practices in enhancing job satisfaction among camp staff, providing a framework for camp administrators to create supportive, mission-driven environments that foster staff well-being and camp success.