The balancing act of conformity: aspiring leaders’ response to managerial pressure

Abstract

This paper explores conformity processes in various sport events’ institutional contexts. More specifically, I examine how conformity evolves for young aspiring leaders in two inaugural major sport events representing different institutional contexts. My study draws upon qualitative data. Cross-comparative analyses reveal three different conformity modes: straight, reflexive, and cynical. My results show how conformity modes depend greatly upon the degree of institutionalization of practices, rules, and power structures within a given event’s organization. I identify strong institutional frameworks and expediency as key drivers. This paper contributes to a more nuanced understanding of the significance of the institutional context and consequences of control regimes in event management. Pressure towards conformity seems to be a fast-paced process. Capturing young people’s reflections is important because sport organizations will benefit from reflexive leaders and managers who can solve current and future challenges in such organizations.