‘Gatekeepers of public leisure’: a case study of executive leisure managers in the UK

Publisher Website
Google Scholar
Abstract
This paper examines the social antecedents, occupational experiences and problems currently challenging executive managers within the public leisure services in Britain. It describes those processes involved in an historic development which has seen leisure managers moving from the margin to occupy a more central role in local government, and explores the major dificulties currently challenging senior managers who have experienced this process of status transition, including: power conflicts with established professional groups, difficulties associated with one's role, mission, occupational identity and philosophy. All of these problems are addressed by different types of managers in different ways. The paper identifies four characteristic types of managerial executive in leisure: ‘The Traditionalist’, ‘The Sports Centred’. ‘The Generalist Graduate’ and ‘The Second Chance Careerist’, and relates each of these to different class, cultural, gender and occupational experiences. It suggests that, whereas in the past, work in leisure management was conventionally perceived to be a low status and marginal occupational largely colonized by the aspirant working class, this pattern is now rapidly changing. A new type of confident middle class generalist graduate who extols the virtues of ‘the amateur’ and ‘the good all-rounder’ is rapidly colonizing elite roles in leisure management. These people provide a new cohort of leadership which will face both the professional and social problems challenging the public leisure services in the 1990s.

This publication has 0 references indexed in Scilit: