The management of Super League : a Rugby Club and the neo emergent theory of leadership

Abstract

This paper reviews the unification of rugby club in 1991 and analysed its transformative effect on the “Super League A” rugby club with focus on the neo-emergent theory of leadership. The transformative effect review and analysis shows that though the transformation comes with management changes (unification) and challenges (the information on the activities of unified clubs): the neo-emergent theory of leadership emphasizes the need to depart from information access to, effective use. This analysis uses the interpretive methods to collect qualitative data from 10 out of the 95 Western Province Rugby Football Union (WPRFU) through cross sectional sampling. This sampling method suitably selects the top 10 rugby clubs representing a sub-set of the total. The resource data of unified clubs were found to be inconsistent and incomplete. This inconsistency affect the off-filed management of a transforming super league and effective use of information is needed to improve on-field performance. This finding responds to the neoemergent of theory leadership that linked management success with the theory of effective information usage.