Concepts and Patterns of Destination Leadership and Their Application in Sports Tourism: A Scoping Review

Authors

    Hayder Mansoor Hassoon PhD Student, Department of Sports Management, Faculty of Physical Education and Sports Sciences, Razi University, Kermanshah, Iran
    Bahram Yousefi * Associate Professor, Department of Sports Management, Faculty of Physical Education and Sports Sciences, Razi University, Kermanshah, Iran byousefy@razi.ac.ir
    Zohreh Hasani Assistant Professor, Department of Sports Management, Faculty of Physical Education and Sports Sciences, Razi University, Kermanshah, Iran
    Erfan Moradi Assistant Professor, Department of Sport Tourism,Faculty of Tourism, University of Tehran, Tehran, Iran
    Rasool Norouzi Seyed Hosseini Associate Professor, Department of Sport Sciences, Faculty of Humanities, Tarbiat Modares University, Tehran, Iran
https://doi.org/10.61838/

Keywords:

destination leadership, sports tourism, stakeholders, scoping review

Abstract

Objective: This study aims to conduct a scoping review of research related to the concepts, models, and capabilities of leadership in tourism destinations, particularly in the context of sports tourism, and to address questions that can contribute to leadership development in these destinations.

Methodology: The research method was designed based on the five-step framework by Arksey and O’Malley (2005), with data extracted from three credible databases, including Web of Science, Scopus, and Google Scholar, and reviewed following PRISMA guidelines. After eliminating duplicates and applying inclusion and exclusion criteria, 48 articles were selected for final analysis.

Findings: Results indicate that researchers are increasingly focused on a novel paradigm emphasizing network leadership over individualistic and hierarchical models. However, no unified or shared definition of leadership in tourism destinations has emerged. Leadership models proposed for success in tourism destinations include systemic, distributed, collective, and shared leadership. Additionally, essential capabilities for destination leadership include networking, analytical skills, influence, economic acumen, vision development, strategic planning, and generating enthusiasm. Finally, the relationship between sports and tourism destinations can be analyzed through three dimensions: "destination as a product" (active sports tourism), "venue for product delivery" (sporting events), and "part of the product package" (sports as a destination attraction).

Conclusion: Within the framework of the network relationship paradigm, three leadership models—inter-organizational, inter-sectoral, and intra-sectoral—can be proposed.

 

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References

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Published

2025-11-01

Submitted

2025-09-11

Revised

2025-11-25

Accepted

2025-12-01

How to Cite

Mansoor Hassoon, H., Yousefi, B., Hasani, Z., Moradi, E. ., & Norouzi Seyed Hosseini, R. . (2025). Concepts and Patterns of Destination Leadership and Their Application in Sports Tourism: A Scoping Review. International Journal of Innovation Management and Organizational Behavior (IJIMOB), 5(6), 1-12. https://doi.org/10.61838/