Module/Week 6: Case Study 5 Kent Lampert Instructions 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)  Submit each Case Study by 11:59 p.m. (ET) on Monday of the assigned module/week, except for Case Study 7, which is due by 11:59 p.m. (ET) on Friday of Module/Week 8. 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 receive.

1. Module/Week 6: Case Study 5 Kent Lampert
Instructions
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)
Submit each Case Study by 11:59 p.m. (ET) on Monday of the
assigned module/week, except for Case Study 7, which is due by
11:59 p.m. (ET) on Friday of Module/Week 8.
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.

2. 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,

3. 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.

4. 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 State
University, what leadership traits, characteristics, and style(s)
would this type of person have?

5. 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?