Date

4-7-2026

Department

Graduate School of Business

Degree

Master of Science in Sport Management (MS)

Chair

Judy Sandlin

Keywords

Sport Team Leadership, Congruence, Military Structure, VMI, MML, LSS

Disciplines

Sports Management

Abstract

This case study examines and investigates the unique dynamics of NCAA Division I sport team leadership at the Virginia Military Institute (VMI), the oldest state supported public senior military college in the United States. The unique military structure of VMI, characterized by the Regimental and Class Systems, rigorous military training and challenging academics, provides a distinct setting to examine how a military college influences and shapes athletic team leadership. Prior existing scholarship on sport team leadership in military institutions are limited, and this study aims to address this gap in research. Grounded in Chelladurai’s (1978) Multidimensional Model of Leadership (MML), this study utilized a convergent parallel mixed- methods design and used a modified version of Chelladurai’s (1980) Leadership Scale for Sports (LSS) to measure leadership preferences, perceptions and perceived influence of the military structure of VMI. Qualitative data was collected through semi-structured interviews with VMI head coaches. Quantitative analysis exhibited a large structural conflict: congruence gaps across multiple MLL dimensions, and qualitative data corroborated these gaps through the revelation of three core themes: the Agency Gap, The Hill vs The Field and Environmental Compartmentalization. This study contributes significantly to the sport leadership canon by indicating that the assumption that leaders have the autonomy to adjust their behavior to meet team’s needs, a core principle of MML, is constrained by institutional socialization within the unique context and environment of VMI.

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Available for download on Wednesday, April 07, 2027

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