The management of volunteer coaches in football clubs in New Zealand

Abstract

Research question: This study aimed to examine how managers of non-profit football clubs in New Zealand manage volunteer coaches, in the context of a sport being driven to professionalise by the national body. Research methods: Eight managers, referred to as Directors of Football and from different parts of New Zealand, were interviewed with a specific focus on how they manage their volunteer coaches. Results and findings: The study found that club managers feel considerable pressure from the national body, and are adapting to nationally-driven professionalisation demands through managing paid coaches with business-like methods, but retaining the awareness on providing a positive fulfilling experience for volunteer coaches. Implications: These findings are important for understanding how systemic professionalisation plays out at the club level. National bodies, or others imposing professional requirements, need to be aware of the additional resourcing pressure these place on managers. Research contribution: This study extends our understanding of systemic and occupational professionalisation and of how clubs adapt to externally imposed demands. Coaching has become established as both a professional career path and a voluntary social good, and managers have adapted to supporting both of these types of coaches.