Lesley Ferkins

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Director, Sports Performance Research Institute New Zealand (SPRINZ) Associate Professor - Sports Leadership and Governance

Phone: + 64 (0) 22 0729 787

Email: lferkins@aut.ac.nz

PhysicalAddress:

AUT Millennium
Level 2
17 Antares Place, Mairangi Bay
Auckland

 

Qualifications

PhD, MA(Applied), BA

Memberships and Affiliations

Member: Sport Management Association of Australia and New Zealand (SMAANZ)
North American Society for Sport Management (NASSM)
European Association for Sport Management (EASM)

Biography

Lesley Ferkins has 20 years’ experience as an academic in sport management in Australia and New Zealand. Prior to joining AUT in 2015, Lesley was Associate Professor at Unitec, senior lecturer at Deakin University, Melbourne, and previously Postgraduate Head in the School of Sport and Recreation at AUT. Her teaching involvement spans postgraduate and undergraduate courses that include sport leadership and governance, strategic sport management, sport organisation, and work integrated learning.

Teaching Areas

Sport Leadership
Leadership and Management

Research Areas

Sport Governance
Sport Leadership
Sport Development

Research Summary

Lesley’s area of research specialisation is the leadership and governance of sport organisations. In this, she has worked closely with the boards of national sport organisations in New Zealand (Football, Tennis, Squash) as part of action research interventions to develop board strategic capability. In Australia her research involved global sport governance and work with Australian state and national sport organisations in developing governance capability. She currently has an ongoing programme of research in leadership and governance with New Zealand Rugby, and is part of an international team active in the evaluation of action research impact that encompasses projects in New Zealand, Australia and Canada.

Lesley currently supervisors a stable of masters and PhD research students whose topics contribute to research and practice in leadership, governance and management of sport/sport organisations. Her preferred research approach and expertise is in action research with a strong qualitative orientation.

Lesley is published in the world’s top sport management journals, is Associate Editor of Sport Management Review journal, and sits on the editorial board of the Journal of Sport Management. She has over 30 peer reviewed Journal articles and 15 invited book chapters. As an invited speaker to sport management conferences in Taiwan and Germany, Lesley has also presented at numerous international conferences in Europe, Asia, and the South Pacific. Lesley was President of the Sport Management Association of Australia and NZ (SMAANZ), a board member for six years, holds three current board roles, and has previously sat on/advised to eight different non-profit and sport boards. Her most recent appointment is as independent director to Tennis New Zealand. She is also Chair of Aktive Auckland’s Tertiary Advisory Group and sits on the Sport NZ governance board for the development of a leadership framework for the sector.

Prior to academia, Lesley held leadership positions within the NZ sport sector. She was Executive Director of the New Zealand Recreation Association, and Executive Director of the newly formed netball franchise, Netball North Harbour/Northern Force (now Northern Mystics). She also worked for the government agency in sport (then Hillary Commission now Sport NZ), and for Tennis New Zealand. As an athlete, Lesley has won three national teams event titles in tennis, and was a US University tennis scholarship recipient. Later, she competed in multiplesport, placing in the top 10 Longest Day Coast to Coast. Lesley now enjoys skiing, mountain biking, mountain running and kayaking.

Current Research Projects

Lesley currently has an ongoing programme of research in sport leadership and governance, and the evaluation of action research impact that encompasses projects in New Zealand, Australia and Canada.

Publications

Selected Refereed Journal Publications:

Shilbury, D., O’Boyle, I., & Ferkins, L., (2016). Toward a research agenda in collaborative sport governance. Sport Management Review. Advance online publication DOI:  http://dx.doi.org/10.1016/j.smr.2016.04.004 (A)

Rowe, K., Shilbury, D., & Ferkins, L. (2016). Influences on women’s cycling participation in Australia: Implications for sport development. Sport Management Review. Advance online publication DOI:  http://dx.doi.org/10.1016/j.smr.2015.11.001 (A)

Meiklejohn, T., Dickson, G., & Ferkins, L. (2016). The formation of interorganisational cliques in New Zealand rugby. Sport Management Review. Advance online publication DOI: http://dx.doi.org/10.1016/j.smr.2015.08.002. (A)

Zornes, D., Ferkins, L. & Piggot-Irvine, E. (2015). Action research networks: Role and purpose in the evaluation of research outcomes and impacts. Educational Action Research Special Issue. Advance online publication DOI: 10.1080/09650792.2015.1045538. (B)

Piggot-Irvine, E., Rowe, W., & Ferkins, L. (2015). Conceptualizing indicators for evaluating action research. Educational Action Research, 23, (4), 545–566. (B)

Ferkins, L. & Shilbury, D. (2015a). Board strategic balance: An emerging sport governance theory. Sport Management Review, 18(4), 489-500. (A)

Ferkins, L. & Shilbury, D. (2015b). The stakeholder dilemma in sport governance: Toward the notion of ‘stakeowner’. Journal of Sport Management, 29(4), 93-108. (A*)
       
Shilbury, D. & Ferkins, L. (2015). Exploring the utility of collaborative governance in a national sport organization. Journal of Sport Management, 29(1), 380 -397. (A*)

Shilbury, D., Ferkins, L., & Smythe, L. (2013). Sport governance encounters: Insights from lived experiences. Sport Management Review, 16, 349–363. (A)

Rowe, K., Shilbury, D., Ferkins, L., & Hinckson, E. (2013). Sport development and physical activity promotion: An integrated model to enhance collaboration and understanding. Sport Management Review, 16, 364–377. (A)

Jogulu, U., & Ferkins, L. (2012). Leadership and culture in Asia: The case of Malaysia. Asia Pacific Business Review, 18(4), 531–549. (B)

Ferkins, L., & Shilbury, D. (2012). Good boards are strategic: What does that mean for sport governance? Journal of Sport Management, 26, 67-80. (A*)

Shilbury, D., & Ferkins, L. (2011). Professionalisation, sport governance and strategic capability. Managing Leisure, 16, 108-127. (B)


Ferkins, L., & Shilbury, D. (2010). Developing board strategic capability in sport organisations: The national-regional governing relationship. Sport Management Review, 13, 235–254. (A)

Awards

Awarded Unitec President's Award for Outstanding Service (2009)
AUT School of Sport and Recreation Exceptional Industry Engagement Award (2015)