Each Case Study assignment is designed to help the student make application of course content
to a real world situation. Read the assigned case study and connect the key issues in the case to
assigned readings and presentations. Respond to the questions with direct, thorough responses.
Each case study assignment should include the following:
• Title Page in APA format
• Introduction to the case summarizing the situation
• Questions converted to sub-headings – responses to each question
• Strong conclusion that summarizes the ideas
• APA Style Reference page (as needed)

INSTRUCTIONS
Kent Lampert Case Study
One year ago Kent Lampert achieved his primary professional goal. At age 42, he was named
athletic director of the third largest university in his state, StateUniversity. It was quite an
accomplishment, considering that his background in athletics was modest and the university has
had a history of hiring well-known high-profile former athletes to lead its athletic program.
As a child, Kent dreamed of playing professional sports, particularly basketball or golf. Ever
since he could remember, sports were a big part of his life ,and he never doubted that he would
someday be involved in the management of a sport organization. After high school, Kent
attended a small private university where he earned a bachelor’s degree in business
administration. While in college, Kent played on the basketball and golf teams, lettering in golf
during his last two years. Upon graduation, Kent worked as a salesman for a small golf
manufacturing company. He traveled to golf pro shops and sport stores throughout the midwest,
promoting and selling the company’s golf equipment.
After seven years of golf equipment sales, Kent decided to go back to school at a local university
to purse an MBA with an emphasis in marketing. While earning his MBA, Kent got involved
with the intercollegiate athletic office by providing extra help for event management. In addition,
he worked with the sport marketing department, using his skills in marketing the golf and soccer
teams. When he earned his MBA, the university’s athletic director, recognizing Kent’s
leadership traits, offered him a position as an assistant director of athletics to oversee minor
sports. Kent enjoyed his new job, and coaches liked his leadership style. He worked with each
coach and let the coaches participate in the marketing strategies for their particular sports. The
coaches respected Kent’s marketing expertise and sought his advice regarding their operations.

Word spread quickly of Kent’s success as an assistant athletic director, and it was apparent to
many people that Kent had promise to be a good athletic director.
At the end of Kent’s fifth year as assistant athletic director, he received a phone call from
StateUniversity asking if he was interested in interviewing for their position of athletic director.
Kent was surprised yet honored by the call. After all, StateUniversity had a reputation of hiring
former athletes, often alumni of the university. StateUniversity explained that they needed some
new blood—fresh thoughts and ideas to improve their entire athletic program. Kent agreed to an
interview; shortly afterwards he was offered and accepted the position of athletic director.
Kent had reached his goal of becoming an athletic director. Shortly after taking the reins, Kent
learned that about 90 percent of the athletic administrators in the athletic department differed
from him in one basic way: They had been promoted to their current positions within the
organization. In fact, many had never worked for another university’s athletic department. This
information was significant with regard to the dismissal of his predecessor, for he too had
worked his way up through the university system, and his dismissal was opposed by most of the
administrative staff.
Kent speculated that there would be some resentment toward him as an “outsider.” He was
comforted, however, by the knowledge that the entire athletic board supported his appointment.
Kent decided that he first had to convince the administrative staff that he could provide
leadership. He prepared an official statement outlining his position on key issues. Included were
the following points:
• His administration is focused on the future. He is not interested in the ways things were
done in the past or in previous relationships or allegiances.
• He expects the administrative staff and coaches to function as a team, in order to
accomplish department goals.
• The first goal of his administration is to review all of the programs from top to bottom
and to come up with a strategic plan to improve all programs.
Before distributing the statement to all of the administrative staff and coaches, Kent had his
associate and assistant athletic directors read it. As a group, they thought Kent was making a big
mistake. They warned, “The rest of the administrative staff and coaches are not going to like
your approach. That is not the way things have been done around here in the past. Coaches are
used to reviewing their own programs and not receiving mandates from the athletic director.”
Kent decided to send out the statement anyway.
1. Based on Kent’s progression through his career, how do you think his experiences might
have shaped his leadership style?
2. What leadership traits does Kent have which might make him successful as an athletic
director? What leadership traits might Kent need to improve in order to be successful in his
new position as athletic director?
3. Using the various leadership models presented in Chapter 11, analyze Kent’s leadership
style. What changes in style would you recommend to him that might result in acceptance of
his official position statement?
4. According to Fiedler’s views on leadership, how might the university change the situation to
make it more favorable to Kent? Do you think Kent can be successful in his new role as
athletic director, assuming no major changes are made?
5. Which types of power does Kent have in his new role as athletic director? Which types of
power would be most beneficial for anyone accepting the role of athletic director?
6. If you could find the “perfect” athletic director for StateUniversity, what leadership traits,
characteristics, and style(s) would this type of person have?
7. Go online and find websites for three university intercollegiate athletic departments. After
reviewing these sites, can you determine the type of leadership style of the athletic directors?
Do there appear to be any visible trends in what makes a particular athletic director and
department successful or not in terms of leadership traits, behaviors, and so forth?