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Behind the leadership curtain: how social networks shape CEO selection in Australian sport
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DOI：10.1080/14413523.2026.2662087.png)
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Abstract
En 中文
Social network theory posits that an individual’s position within a network both constrains and provides opportunities for career advancement. The purpose of this research is to examine how chief executive officers (CEOs) in Australian sport organisations perceive the importance of social networks in their selection and career progression and to analyse differences in network characteristics by gender and organisational context. During 2021–22, data were collected through semi-structured interviews and ego-network surveys with 13 Australian National Sport Organisation CEOs (9 men, 4 women). Qualitative interviews were analysed thematically, whilst quantitative network data was interrogated through social network analysis. The findings demonstrate that CEOs perceive their networks to be of value in the selection process while also aiding performance once in their role. While 85% of CEO network ties serve strategic functions (task advice, buy-in, strategic information), there are significant quantifiable differences in individual networks by gender, insider/outsider status, and organisation type. Men CEOs maintain larger networks (average 50 alters) than women CEOs (average 43 alters), while professional sport CEOs have substantially larger networks (average 68 alters) than Olympic sport CEOs (average 39 alters). However, women CEOs cultivate nearly three times more of the strongest-tier type of relationships than men CEOs. Network composition also differs markedly between men and women. This study demonstrated a connection between social networks and executive leadership career progression in sport management. Furthermore, this research makes a novel contribution by analysing personal networks data provided directly from CEOs.
Keywords:
Leadership
social network analysis
networking
career development
relational leadership
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