“After All, No One Is Superhuman Here”: An Analysis of the Perceived Effects of Managerial Athleticism

Harri Raisio,Tero Rantala,Mikko Rask,Tero Kuorikoski

doi:10.3390/admsci11040123

Abstract

Executive duties have long been described as becoming more intensive and demanding. One contributing factor is a perceived increase in the complexity of the operating environment. A high level of physical fitness has been suggested to support responses to those demands. This study aims to contribute to the topic by producing a holistic view informed by asking how physically active executive-level leaders perceive the impact (whether positive or negative) of managerial athleticism on the level of the individual, organization, and society. Twenty physically active high-level leaders were interviewed for the study. The sample was almost equally split by gender, represented a diverse range of societal sectors, and engaged in many different forms of exercise. The results support previous research; however, this study provides a more nuanced view of the topic. Although the interviewees saw many good aspects of physical exercise, such as providing physical, affective, cognitive, and social resources, they were also able to think critically about their personal relationship with exercising and their attitudes toward others taking physical exercise. The study highlights the role of balancing the harmonious and obsessive aspects of the relationship with exercising. Instead of a disproportionate study of extreme cases, we conclude that it would be worthwhile studying leaders with a harmonious relationship with exercise to ensure results do not become biased and physically active leaders are not stereotyped.

Highlights

The requirement for a high level of physical fitness is generally associated with professional athletes; the same requirement is increasingly being linked to other populations, such as tactical populations among whom performance at work necessitates demanding physical training
While high-level physical fitness is not as critical on the management side, it has been mooted that a certain athleticism is valuable to managers too: A theory supported by concepts such as the corporate athlete (Loehr and Schwartz 2001) and—more critically—managerial athleticism (Johansson et al 2017)
The interview data elicited were analyzed to address the following research question: How do physically active executive-level leaders perceive the impact—both positive and negative—of managerial athleticism on the level of the individual, organization, and society? this study comprehensively addresses the outcomes of being a physically active executive-level leader and reveals how being a physically active leader is in many ways a balancing act and not just black and white issue

Summary

Introduction

The requirement for a high level of physical fitness is generally associated with professional athletes; the same requirement is increasingly being linked to other populations, such as tactical populations among whom performance at work necessitates demanding physical training. That group would include large proportions of firefighters, police officers, and military personnel (Maupin et al 2019). This is a theme explored through the concept of a tactical athlete (Scofield and Kardouni 2015). A high level of physical fitness is seen as contributing to the ability of leaders to meet the growing demands of leadership tasks (see Neck et al 2000). Being in good physical condition is important for leaders, but their fitness could indirectly benefit the organizations they lead and society more broadly (Neck et al 2000; Limbach and Sonnenburg 2015)

Objectives

Discussion

Conclusion