Accelerating Systems Change for NCAA Women Sport Coaches: A Multi-Study Perspective

Abstract

The underrepresentation of women head coaches of women’s teams at the National Collegiate Athletic Association (NCAA) Division I level is well-documented, as are the barriers that impact that underrepresentation. Multiple sources of data report the percent of women coaching women’s teams has remained stagnant at approximately 40- 43% for more than a decade (Acosta & Carpenter, 2014; Silva-Breen et al., 2022; Wilson, 2022). One contributing factor of underrepresentation is the gendered culture of sport. While not the only problem women coaches face, it is a salient one. To change organizational culture of sport this line of inquiry addressed three specific barriers. First, the pervasive and systematic reproduction of the power of athletics directors (ADs) in and through the hiring process. Second, widespread deleterious blame narratives that hinder the entry into and career trajectory of women coaches. Third, unsupportive organizational policies and practices that disproportionately disadvantage women coaches were examined.This series of three interrelated studies was developed to specifically address each of these barriers that contribute to the underrepresentation of women sport coaches. Study I tested the statistical significance, and existence or absence of homologous reproduction at the NCAA Division-I level through quantitative analysis. Based on the data, gendered hiring patterns emerged. Results indicated that homologous reproduction was present in ADs’ hiring of head coaches of women’s teams. The second study used Heffernan’s (2018) grounded theory of gender allyship in sport to understand ADs who disrupt the gendered hiring process by hiring a majority of women over nine years. Nine eligible ADs (n = 56, 16.1%) were interviewed to ascertain their awareness, capacity and action for allyship and how and why they hired a majority of women head coaches for their women's teams. Findings indicated the existence of both gender allyship and capacity in ADs at the NCAA Division I level. Finally, Study III employed a critical feminist and multi-level perspective to examine the factors that influence intercollegiate women coaches to leave their current coaching position, apply for a new position, and accept or decline a job offer. Qualitative data were collected from women who coach 20 different sports within NCAA Division I, II, and III (n = 118). Analysis of the data revealed factors at the macro-level (i.e., location, program notoriety, aligning mission), meso-level (i.e., administrative support, work environment, salary, availability of resources, growth opportunities), and micro-level (i.e., burnout, emotional well-being) together impact occupational and employment decision making. Results were discussed regarding women's occupational attributions and thought processes which then provided strategies to better support, recruit and retain women in coaching. As a result of this series of studies, common ‘blame the women’ narratives often cited by athletics directors for the underrepresentation of women in coaching (Kane & LaVoi, 2018) were refuted. A call for more women in AD positions along with more (male) gender allies was made. Many ally strategies were provided. Theoretical, empirical, and practical implications were suggested. Limitations and future research were forwarded.