WHERE HAVE ALL THE WOMEN COACHES GONE?

UNDERSTANDING THE PSYCHOLOGICAL TOLL & HOW LEADERS CAN SUPPORT THEIR FEMALE COACHES

BY CASEY VEEN, M.S. BARBERS HILL H.S., HEAD VOLLEYBALL COACH

Before we dive into this article, I want you, the reader, to know that this article is based on scientific research and theories, as well as statistics to help shed light on why women coaches are deciding to leave the coaching profession at such alarming rates. The intention is to reveal the silent, unspoken internal struggles that women face daily to our athletic leaders in hopes to help attract and retain women coaches.

Introduction

Let’s begin at the origin of the advancement of women in sports: Title IX. In 1972, a group of female leaders and other activists were able to get Title IX of the Education Amendments of 1972 passed to prohibit discrimination against sex from participating or being employed in any federally funded organization. Title IX particularly states that “No person in the United States shall, on the basis of sex, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any educational programs or activities receiving federal financial assistance” (U.S. Department of Education, 2021). This significant piece of legislation has protected millions of women involved in sports, including athletes, coaches, and leaders. Despite the growing number of female athletes from the existence of Title IX in 1972, the number of women in coaching positions has declined gradually throughout the years. Researchers have found that “Title IX did not increase female coaching rates at any level. Although Title IX increased the number of coaching positions by 185%, the vast majority (98%) of these were filled by men” (Pacetti-Donelson, 2023).

Representation matters, and for the sports world, the perception is that there is no room to develop female coaches and that this profession will eventually come to a dead end. Throughout this article, we will explore the psychological toll that is attributed to the underrepresentation of women in the coaching profession, which includes gender norms and the stigmas, the lack of female role models, and lastly why women burn-out.

Gender Norms

Linguistic determinism holds that language determines our thoughts and perceptions, shaping our worldview in profound ways. Masculine and feminine labels are attached to everything in our world and the sports industry is no exception. For example, when someone thinks of soccer and basketball, they are oftentimes associated with masculine characteristics like aggression, strength, and grit, whereas when a person thinks of gymnastics and cheerleading they are seen as having feminine characteristics like grace, flexibility, and spunk. Society views masculine and feminine entities as two vastly different labels that are rigid with zero gray area, so when a woman displays typical masculine characteristics she is quickly viewed as abnormal and perplexing. “Gender expectations (e.g., being intrusive, self-confident, and dominant for men; being nurturing, affectionate, and compassionate for women) impact whether women and men are perceived to successfully fulfill their stereotypical gender roles” (Borland 2015). To best understand the stereotypes of gender roles and how they influence perceptions of leadership, the role congruity theory can be examined.

To sum up this theory, it suggests that females experience discrimination in coaching and sport leadership positions due to characteristics associated with their gender, like mentioned above. According to this psychological theory, there are certain societal expectations that a leader must possess, but it must be congruent with their appropriate gender traits. An example of this is when leaders are often seen as confident, strong, and demanding, which fall into the masculine column. Women looking to take on those roles can be perceived as incompetent or less qualified, since they do not inherently possess those masculine traits, according to our society. When individuals do not fit the mold, like an assertive woman or even a nurturing man, then they may be perceived as less capable of fulfilling the job. Look no further than how the media portrays female coaches and athletes when they display a hint of anger, frustration, or intensity. Watch the verbiage and labels placed on female coaches and athletes if they step one toe out of line. This challenge creates a sense of hopelessness by women, since they cannot change the double standards woven throughout our society. Besides being subjected to the societal labels of masculine or feminine traits, women also have to navigate the double bind. “Double bind” or “tightrope” is a subconscious event where women get caught trying to steer which response to present during situations, as well as how people might interrupt their responses. This creates a psychological obstacle that women have to grapple with. Standing at the crossroads, women are presented two paths to choose from: 1) continue to be true to themselves and embrace their masculine leadership traits but in turn be labeled negatively, or 2) conform to their gender roles, and possibly be seen as weak or incompetent.

This constant internal battle creates complacency (by not wanting to advance), increased mental load (causing fatigue) and burn-out amongst women in the workplace and in the sports world. By challenging these gender norms and the false narrative of leadership skills having to hold “masculine” traits, our society can broaden the perception of women in coaching.

Lack of Role Models

Mentorship is necessary to develop successors and effective employees, which goes for the business world and for the sports industry. Mentors provide insight and guidance that gives the mentee tools to help break out on their own and gain their own personal successes. Typically, a mentor selects those that remind the mentor of themselves to help them achieve the path they have already traveled. Here lies the problem; if men are in leadership positions, they are more likely to mentor another man. Look at the discrepancies at the college level when hiring head coaches and assistant coaches for female sports: “for all three divisions combined, women filled 41.2% of head coaching positions and 50.3% of assistant coaching positions for women’s teams” (Megargee, 2023b). This demonstrates the disadvantage in obtaining leadership positions due to those at the top doing the hiring. The concept of hiring those that are most like ourselves, and in this case males hiring males, is called homologous reproduction. “The theory of homologous reproduction would contend that people tend to feel comfortable and can identify with others most like themselves so when it comes to making a hiring decision they are often biased in whom they select”(Borland 2015 ). Though this concept is typically subconscious and oftentimes unintentional, it is still detrimental to those that don’t resemble the leaders of the sports organization. This structural barrier creates a roadblock for women trying to obtain those coaching and leadership positions. Without equal opportunities to become a leader or to be mentored to lead, then women will simply not lead. Inclusiveness creates a positive and productive workspace. When women feel supported and know that their leaders want them to be successful, this will increase performance and retention. By investing in a mentorship program and fostering a culture that promotes all employees, sport organizations can reap the benefits of having empowered women, inclusive men, all while maintaining a diverse coaching staff. This not only displays a positive culture, but teaches both female and male athletes how to respect and learn off of different leaders which will benefit them for the rest of their lives.

The Burnout

Title IX, as mentioned in the introduction, guaranteed female athletes the opportunity to participate in athletics, just like their male peers, “but that equality stops at graduation” (Hutchins et al., 2019b). Dr. Leanne Norman, a Senior Research Fellow at Leeds Beckett University, conducted a study that investigated women sport coaches and their professional/personal identity. One of the biggest takeaways from the investigation is why women coaches “burn-out”. The phrase “burnout” refers to a deep sense of emotional, mental, and/ or physical exhaustion that is caused by overwhelming stress. In the study, Dr. Norman discusses that women coaches grow tired of doing their job to the best of their capabilities while simultaneously navigating being marginalized, under appreciated, treated differently, while taking on the role of being the mom, wife, or other personal obligations. “A major recurring theme was that the coaches have to spend time and energy on gaining acceptance and respect in their organizations and proving their worth as a head coach because they were women” (Leeds Beckett University, 2015). Taking into consideration that women have to endure inappropriate comments, the feeling of being left-out, all while trying to select appropriate responses so that they are not coming off as a… well, you know the word, the job becomes just too much to handle. This is why most women in coaching decide to bow out and obtain a new career. Also, due to societal pressures, most women coaches place family needs over career advancement, because career advancement does not seem like a thing that will come to fruition. With the accumulation of data between the UIL, NFHS, and WeCoach, women make up only 22-25% of the high school coaching profession. Women may feel the pressure to prioritize work needs over personal obligations, which then leads to a self-inflicted guilty conscience and an exhausted mental-state. We won’t even go into mom guilt and auto-criticism that goes along with that. Addressing “burn-out” requires leaders to assess how their organization treats their employees and if their policies promote an appropriate work-life balance. By focusing on knowing the mental burden that women coaches and women employees have, leaders can help make those feel included and construct pathways for better opportunities.

How Do We Retain Female Coaches?

By understanding all the psychological tolls that are hardwired into female coaches, it is imperative that athletic directors and administrators intentionally implement strategies to retain coaches, as well as having an empathetic understanding of each coach on staff. Here are a few ways to help:

1. Mentorship Programs

Implementing mentorship programs specifically tailored to female coaches can provide guidance, support, and professional development opportunities. By pairing experienced coaches or leaders with female coaches, mentorship programs can help women navigate the challenges they may face in their coaching careers. These programs can also provide a platform for networking and building relationships within the coaching community.

2. Professional Development Opportunities

Offering professional development opportunities that address the unique challenges faced by female coaches can help them enhance their skills and knowledge. Workshops, seminars, and conferences focused on topics such as leadership, gender equity, and work-life balance can empower female coaches and provide them with the tools they need to succeed in their roles.

3. Promoting Gender Equality and Inclusivity

Creating a culture of gender equality and inclusivity within the coaching staff is essential for attracting and retaining female coaches. Athletic directors and administrators should foster an environment where female coaches feel valued, respected, and supported. This can be achieved by promoting diversity in coaching staff, addressing gender biases, and providing equal opportunities for professional growth and advancement.

4. Open and Honest Communication

Encouraging open and honest communication within the coaching staff is crucial for creating a supportive and collaborative environment. Athletic directors and administrators should establish channels for coaches to express their concerns, share their experiences, and provide feedback. By actively listening to the needs and perspectives of female coaches, leaders can address any issues or barriers they may face and work towards finding solutions together.

5. Creating a Culture of Collaboration and Support

Fostering a culture of collaboration and support among coaches can contribute to the retention of female coaches. Athletic directors and administrators should encourage teamwork, cooperation, and mutual respect among all coaching staff members. This can be achieved through team-building activities, shared decision-making processes, autonomy over program decisions, and the recognition of achievements and contributions. By creating a positive and inclusive coaching environment, leaders can help female coaches thrive and feel motivated to continue their coaching careers.

References

Burton, L. J., Kane, G. M., & Borland, J. F. (2020). Sport leadership in the 21st century. Jones & Bartlett Learning.

Hutchins, C., Curry, E., & Flaherty, M. (2019b, December 31). Opinion | Where Are All the Women Coaches? The New York Times. https:// www.nytimes.com/2019/12/31/opinion/Women-coaching-sportstitle-ix.html

Leeds Beckett University. (2015, August 11). Women sports coaches close to burn-out, new research reveals. Leedsbeckett.ac.uk; Leeds Beckett University. https://www.leedsbeckett.ac.uk/news/0815women-sports-coaches-close-to-burnout/

Megargee, S. (2023b, March 22). Study: Most women’s NCAA teams are still coached by men. AP NEWS. https://apnews.com/article/ diversity-ncaa-coaches-30958ab74d4b61efc0d54eee361dafef Pacetti-Donelson, V. (2023, March 13). Title IX and Its Impact on Opportunities for Women in NCAA Coaching and Administrative Leadership. The Sport Journal. https://thesportjournal.org/ article/title-ix-and-its-impact-on-opportunities-for-women-inncaa-coaching-and-administrative-leadership/#:~:text=Their%20 findings%20further%20demonstrated%20that

U.S. Department of Education. (2021). Title IX and Sex Discrimination. Title IX and Sex Discrimination. http://www.ed.gov/about/offices/list/ ocr/docs/tix_dis.html

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