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Dr. Shannon Kerwin
Department of Sport Management, Brock University, St. Catharines, ON L2S 3A1, Canada

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Research Keywords & Expertise

0 Conflict Management
0 Values Alignment
0 Organizational behavior and human resource management in sport
0 Gender equity in sport leadership and governance
0 Sustainable governance in volunteer boards of directors

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Journal article
Published: 01 January 2021 in Sport Management Education Journal
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This research explored students’ ego development and leadership efficacy during an undergraduate sport management program. A sequential mixed-method case study design and associated methodologies were adopted to explore students’ ego development and leadership efficacy during 3 years of an academic program. Results show fluctuations in leadership efficacy for all but one participant. These fluctuations are discussed in relation to ego development in that growth from self-conforming to self-authoring stages of ego development may partially explain fluctuations in how students see themselves and their potential for leadership in the field of sport management. The role of the ego development construct in relation to students’ perceptions of their leadership capabilities highlights that programmatic elements (e.g., thoughtful experiential education) can be consciously developed and strategically leveraged to more accurately target perceptions of leadership prowess among students. The findings emphasize that students’ level of ego development can be fostered through active and effective program delivery.

ACS Style

Shannon Kerwin; Kirsty Spence. Undergraduate Sport Management Education: Exploring Ego Development and Leadership Efficacy. Sport Management Education Journal 2021, -1, 1 -15.

AMA Style

Shannon Kerwin, Kirsty Spence. Undergraduate Sport Management Education: Exploring Ego Development and Leadership Efficacy. Sport Management Education Journal. 2021; -1 (aop):1-15.

Chicago/Turabian Style

Shannon Kerwin; Kirsty Spence. 2021. "Undergraduate Sport Management Education: Exploring Ego Development and Leadership Efficacy." Sport Management Education Journal -1, no. aop: 1-15.

Journal article
Published: 22 April 2020 in Sport Management Review
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The authors examined the effect of unlearning context on organizational performance of community sport clubs (CSCs) via knowledge management. The board of directors of CSCs in Iran were invited to participate in this study. The research employed the multidimensional constructs of unlearning context, knowledge management, and organizational performance. The findings indicated that unlearning context had positive effects on knowledge management and organizational performance. Knowledge management played a role of partial mediator in the relationship between unlearning context and organizational performance. Non-profit sport organizations need to take advantage of promoting unlearning context to facilitate acquisition, creation, sharing, storage, and application of new knowledge among members, which in turn, could help them perform better. The study provides both theoretical and managerial implications that promote sport clubs to apply unlearning context and knowledge management processes to increase both financial and non-financial aspects of their organizational performance.

ACS Style

Vahid Delshab; Do Young Pyun; Shannon Kerwin; Juan-Gabriel Cegarra-Navarro. The impact of unlearning context on organizational performance through knowledge management: A case of community sport clubs in Iran. Sport Management Review 2020, 1 .

AMA Style

Vahid Delshab, Do Young Pyun, Shannon Kerwin, Juan-Gabriel Cegarra-Navarro. The impact of unlearning context on organizational performance through knowledge management: A case of community sport clubs in Iran. Sport Management Review. 2020; ():1.

Chicago/Turabian Style

Vahid Delshab; Do Young Pyun; Shannon Kerwin; Juan-Gabriel Cegarra-Navarro. 2020. "The impact of unlearning context on organizational performance through knowledge management: A case of community sport clubs in Iran." Sport Management Review , no. : 1.