Developing a winning sport team culture: organizational culture in theory and practice
Abstract This case study reviews strategies for identifying, establishing and influencing sport team culture and leadership, based on Edgar Schein's three level theoretical model of organizational culture integrating artefacts, values and beliefs and core assumptions. Specifically, we examine the success of a professional rugby team in New Zealand, the 2014 ITM Cup champions, the Manawatu Turbos. Semi structured interviews were conducted with past and present coaches (N 3) and captains (N 3) Key findings include the need to formally recognize culture, including establishing and reinforcing values, as a tangible element of sport team management practice. A flat organization structure has helped facilitate a suitable environment for collective leadership to flourish. Implications for sport and business teams are the need to acknowledge culture as a core component, and conduct a culture audit to establish the current and desired culture through an aligned combination of informal and formal transformational leadership.