Gender and social inequity in and through sport leadership

Within this chapter I explore key social issues that influence social inequity in and through sport leadership and discuss why it is important for the sector to embrace inclusivity, diversity and equity. This is followed by an overview of the theoretical framework, methodology and key findings of my research examining dominant gender power relations in two English national governing bodies of sport. My findings revealed that power operates along gendered lines to reproduce male dominance numerically, structurally, culturally and agentically. There was evidence of both the conservation and resistance of dominant gender power relations privileging men across all levels of the two organisations. I provide suggestions of how to resist or transform male-dominated structures and cultures to make English sport leadership more gender-equitable. Finally, I argue that more research is required to evidence the benefits of diverse sport leadership to provide greater motivation for sport organisations to create genuine change.