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A Case Study of Servant Leadership in the NHL
--Manuscript Draft--
Manuscript Number: INCH-D-16-00031
Full Title: A Case Study of Servant Leadership in the NHL
Article Type: Original Research
Funding Information:
Abstract: An examination of the organizational culture of the Vancouver Canucks of the NHL
may provide exemplars for all learning institutions. Through a cumulative qualitative
case study of several key personnel within the organization evidence of a culture
connected directly to a servant-leader philosophy was identified. Data included
transcribed interviews, archival research, and personal observations (spanning Jan.
2009- Feb. 2016) plus thematic analysis. Particular attention to elite athletes Henrik
and Daniel Sedin are noted. The culture of the Vancouver Canucks emphasizes
consistent commitment to service within and outside the formal organization. This
example provides valuable approaches for educational and sport environments.
Corresponding Author: Carolyn Crippen, Ph.D.
UVic
Victoria, BC CANADA
Corresponding Author Secondary
Information:
Corresponding Author's Institution: UVic
Corresponding Author's Secondary
Institution:
First Author: Carolyn Crippen, Ph.D.
First Author Secondary Information:
Order of Authors: Carolyn Crippen, Ph.D.
Order of Authors Secondary Information:
Author Comments: I had submitted a previous paper INCH-D-00017.
The reviewers were split in their comments. I reviewed all the comments and
recommendations from both reviewers and have completely rewritten the paper with
their guidelines addressed.
This is the new paper with a new title, as requested by the reviewers. This is a strong,
clear paper. There is no funding with this study.
I am grateful for the reviewers comments. It is hoped that this rewritten paper will be
suitable for publication.
Thank you for the time and opportunity to revise the original paper.
In peace,
cc
Suggested Reviewers: Marlene Atleo, PhD
Associate Prof, University of Manitoba
atleo@umanitoba.ca
Strong academic.
Aware of servant leadership research.
Shann Ferch, PhD
Prof., Gonzaga University
ferch@gonzaga.edu
Good understanding of servant leadership.
Sigrun Guanasdottir, PhD
Powered by Editorial Manager® and ProduXion Manager® from Aries Systems Corporation
Assoc. Prof., Bifrost University
sigrungue@bifrost.is
Aware of previous studies of Sedin twins.
Powered by Editorial Manager® and ProduXion Manager® from Aries Systems Corporation
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A Case Study of Servant Leadership in the NHL
Dr. Carolyn Crippen
Associate Professor, Leadership Studies
Faculty of Education
University of Victoria
ccrippen@uvic.ca
A Case Study of Servant Leadership in the NHL Click here to download Manuscript SEDINS 2016
REVISIONS.doc
Click here to view linked References
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A Case Study of Servant Leadership in the NHL
Abstract
An examination of the organizational culture of the Vancouver Canucks of the NHL may
provide exemplars for all learning institutions. Through a cumulative qualitative case
study of several key personnel within the organization evidence of a culture connected
directly to a servant-leader philosophy was identified. Data included transcribed
interviews, archival research, and personal observations (spanning Jan. 2009- Feb. 2016)
plus thematic analysis. Particular attention to elite athletes Henrik and Daniel Sedin are
noted. The culture of the Vancouver Canucks emphasizes consistent commitment to
service within and outside the formal organization. This example provides valuable
approaches for educational and sport environments.
Background:
Culture is the glue that holds an organization together. Historically, Schein (1984)
suggested that culture was a set of values, beliefs, and understanding that was shared by
members of an organization. In addition, Sankar (2004) added that these shared values
are demonstrated and communicated to new members in the organization. As well,
Morgan (1998, 2005) describes organizational culture as the set of beliefs (opinion or
conviction), values (relative worth), and norms (standard, model or pattern), together
with symbols that represent the unique character of an organization, and provides the
context for action in it and by it. If one regards the previous descriptors as a foundation
for the examination of the concept of culture, I believe the growth of culture follows three
consecutive steps: Step #1, the basic cultural foundation of values, beliefs, and norms are
identified and initiated by someone or a group; Step #2, the cultural foundation is
disseminated throughout the organization usually by some internal leader(s); and Step #3,
the cultural identity is reinforced consistently and intentionally over time by experienced
persons and demonstrated/modelled for newer people to the organization. The following
paper investigates the National Hockey League (NHL) Vancouver Canucks
organizational culture which is illustrated by four hockey players: the late Pat Quinn,
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Trevor Linden, and Henrik and Daniel Sedin and includes attention to the philosophy of
servant leadership; a brief background and introduction to Quinn, Linden, and the Sedins;
a rationale for qualitative research and case study approach in this study; the findings in
response to the research questions of the study and cultural influence demonstrated by the
four men during their time with the Canucks. The paper concludes with the impact of
consistent and ongoing cultural leadership within the Vancouver Canucks (referred to as
Canucks in remainder of paper) and what difference it makes to schools and sport in
general?
Servant Leadership:
Today, there is a modification in the leadership/direction within organizations that
impacts the culture. Sankar (2004) explains,
One of the most fundamental shifts is movement away from the authoritarian
hierarchy to the new lateral structures, lattices, and small teams where people
manage themselves. The new corporate design will therefore create a new
corporate culture that is more humane, value-based, dynamic, and creative (p.
26).
It is my opinion that this more humane, value-based, dynamic and creative culture seems
to meld with servant leadership. The philosophy of servant leadership (Greenleaf, 1970)
illustrates the values of character, the belief in putting others first, of working
collaboratively, and making wise decisions in an organization and using experiences of
the past to show foresight in the present and future. It lateralizes leadership within an
organization. Greenleaf (1970) calls this primus inter pares-first among equals. The
formal leader demonstrates humility, caring, and respect for others in the group (Hayes &
Comer, 2010). Greenleaf (1991) states,
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A servant-leader is servant first. It begins with the natural feeling one wants to
serve, to serve first. Then conscious choice brings one to aspire to lead. The
difference manifests itself in the care taken by the servant first to make sure that
other people’s highest priority needs are being served. The best test is, and
difficult to administer, is: do those served grow as persons; do they while being
served, become healthier, wiser, more autonomous, more likely themselves to
become servants? And what of the least privileged in society: will they benefit,
or at least, not be further deprived? (p. 15).
The context:
If one collectively accepts the explanations and comments related to organizational
culture from Schein (1984); Sankar (2004); and Morgan (1998, 2005) as the reference
point/framework for an analysis, then issues of people, beliefs, values, norms, and
dramatized events provide evidence of the cultural legacy during the research study time
period 1999-2016. In order for the cultural aspects to “stick” to an organization, they
must be reinforced continuously both on and off the ice. The Canucks’ culture is
disseminated and reinforced in many ways, some of which are: radio, television,
newspaper, celebrations of significant people or events, in-person game attendance, and
social media. In addition, there are external/community connections through charity
functions, trips to other communities throughout the province of British Columbia (BC)
for exhibition games or off site training camps, and maintaining support for all forms of
education (sport, literacy, special needs, and social-emotional development and mental
health) in the community. Obviously, the number of variables in such a large
organization is many and all cannot be directly addressed. Although not an exhaustive
list, issues such as player injuries, traded players, wins-losses, equipment, game schedule,
time of year, lock out, and coaches are not included. Instead, the opinions, comments
and actions made about/from key Canuck leaders plus two media contacts (Murphy,
MacIntyre) will dominate the discussion related to the organizational culture, especially
Daniel and Henrik Sedin. Sports writer Ed Willes (Feb 28, 2016) quotes Canuck General
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Manager, Jim Benning, in the Victoria Times Colonist, B. 3: “It’s impossible to weigh
their value as leaders and role models. If anything, their importance is increased as the
Canucks’ lineup gets younger. They’re our culture carriers.”
Previous academic papers (Crippen & Nagel, 2013; 2014) have established the service
first, servant-leader (Greenleaf, 2003; Sipe & Frick, 2009; Spears, 1998) attitude of
Daniel and Henrik Sedin within the Canuck organization. Specifically, the Sedin twins
displayed evidence of The 7 Pillars of Servant Leadership (Sipe & Frick, 2015). They
include:
1. Person of character
2. Putting the needs of other people first
3. Being skilled communicators
4. Compassionate collaborators who build teams and community
5. Have foresight to take decisive action
6. Are system thinkers
7. Display a moral authority including responsibility and creating a culture of
accountability (Crippen & Nagel, 2014).
Please note that these servant-leader qualities are replicated in part when reviewing the
Sedin interview transcripts (previous papers) and within interview comments from
Linden, Murphy, and MacIntyre. Importantly, Greenleaf (Sipe & Frick, 2009, p. 38)
explains the term servant in servant-leader as one who consciously nurtures the mature
growth of self, other people, institutions, and communities- the objective of which is to
stimulate thought and action for building a better, more caring society.
Briefly, an introduction to the four hockey players is noted here. First, the late Pat Quinn
(1943-2014) was a player, coach, general manager, and president of the Canucks until
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1997 and set the cultural foundation for the Canucks. And second, Trevor Linden, the
current President of Canuck Hockey Operations, was a mentee of Quinn’s. Linden’s
ongoing influence as a player, team captain (Linden was just 21 years of age when Quinn
appointed him) is important because he was “a two time” Canuck (1988-1998 and 2001-
2008). Also, Linden has known the Sedins since they arrived in Vancouver. Linden left
the Canucks and retired in June 2008. On April 9, 2014, Linden was named President of
Hockey Operations for the Canucks. The fan response was immediate and positive.
Linden has a huge picture of his mentor, Pat Quinn on the wall of his office at Rogers
Arena. One could say that Linden is the man in the middle- between Quinn and the
Sedins- and his comments bring a valuable understanding to the history and present
culture. Henrik and Daniel Sedin (b. 1980), are identical twins born in Ornskoldsvik,
Sweden. They were selected to play with the Canucks in 1999 while elite players in
Sweden. They have remained with the Canucks ever since. Daniel and Henrik began
organized hockey at the age of eight, but did not play on the same hockey line until they
were fourteen. They reside in Vancouver and return to Sweden each summer to spend
time with their extended family. Daniel and Henrik are known for their effectiveness in
playing off of one another. Henrik is a skilled passer and playmaker, while Daniel is a
natural goal scorer. Henrik is classified as an Ironman, having played over 600+ games in
a row and is the Captain of the team. In 2011, Daniel, Assistant Captain, won the most
outstanding player in the league as voted by the NHL Players Association and the Art
Ross Trophy for the point-scoring leader. Both Henrik and Daniel have yet to win a
Stanley Cup and that remains their goal.
The Study
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My world view is that of a constructivist and as a qualitative researcher, I often use
archival investigations plus 1:1 interviews to gather narrative data to make meaning.
Creswell (2009) explains, “Qualitative research is a means for exploring and
understanding the meaning of individuals to a social or human problem” (p. 4). Creswell
provides a clear description of the case study approach as a strategy of inquiry in
qualitative research, in which the researcher explores in depth a program, event, activity
process, of one or more individuals. Cases are bound by time and activity, and
researchers collect detailed information using a variety of data collection procedures
over a sustained period of time (p. 13). Although I initially became aware of the Sedins in
December 2009, I did not formalize the data gathering process until spring of 2010,
which continued until February 2016. This cumulative case study (Stake, 1995; Yin,
2009) provides a method for in-depth analysis of the organizational culture of the
Canucks through the voices of four key hockey players. The Sedin’s philosophy had
been articulated in previous investigations (Crippen & Nagel, 2013, 2014) and identified
their particular leadership style, as servant leadership. But, further examination of their
broad contributions and cultural connections has not been formally documented and thus
provides fodder for this paper. Please note ethical considerations within this study. All
interviews were approved by the University of Victoria Human Research Ethics Board
and Vancouver Canucks management. All participants in the study signed letters of
consent. There was no conflict of interest in this research study. No compensation was
provided in any form. (Certification Approval CRIPPEN#15-048 Dated March 5, 2015.)
Two research questions guided the study:
Question #1: How have Henrik and Daniel Sedin influenced the organizational culture of
the Vancouver Canucks?
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Question #2: What possible difference could the Canuck organizational culture make to
the educational and sports community?
Creswell (2016) suggests that interviewing is a popular form of collecting data in
qualitative research. It enables individuals to provide personal perspectives and allows
for follow-up questions. Often the interviewer becomes a learner and not the only expert
(p.127).Gaining access for interviews was simplified because of the previous Sedin
interview in 2011. During the archival process (see dates below) I received open access
to the archives, game practices, the Rogers Arena in general, the press box, the Sedin box
suite, and appreciated the many informal conversations with several management
personnel. Data sources included: face-to-face interviews with the Henrik and Daniel
Sedin –Nov. 14, 2011; Iain MacIntyre, sportswriter from the Vancouver Sun- Jan. 30,
2014, ; Dan Murphy, Sportsnet announcer for televised Canuck games- Jan. 30, 2014;
and Trevor Linden, President of Canuck Hockey Operations- April 6, 2015. All
interviews were conducted at Rogers Arena in Vancouver, British Columbia. Additional
materials were gathered from Canuck archives spanning a period of 1999- 2015 plus a
collection of recent (2015-16) assorted printed documents related to the Canuck
organization, and my written observations from hockey games during Dec. 2009 until
Feb. 2016. Also, I personally attended three games and observed two team practices at
ringside of Rogers Arena.
The recording of conversations with Dan Murphy and Iain MacIntyre were conducted in
the arena, the press box, and in the hallway/corridor outside the entranceway and were
quickly arranged through prior e-mails. Contact with Trevor Linden was arranged by his
VP of Hockey Administration, Entertainment and Content, TC Carling who had arranged
my first meeting with the Sedins in 2011.
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As a qualitative, archival researcher I am used to the slow, tedious work needed to sift
and cluster artifacts, photographs, newspaper clippings, and recorded narratives, and I
was comfortable with that process. Creswell (2009) states:
The data analysis involves making sense out of text and image data. It involves
preparing the data for analysis, conducting different analyses, moving deeper into
understanding the data (some qualitative researchers like to think of this as peeling back
the layers of an onion), representing the data, and making an interpretation of the larger
meaning of the data (p.183).
Coding, searching and reviewing themes, and naming themes forming the analysis of
such a massive amount of data has taken nearly two years to complete. The triangulation
of various sources of information helped provide reliability and validity to my findings.
The consistent perspectives of the Sedins, Linden, Murphy, and MacIntyre in the
collection of data constructed a holistic cultural impression. The data provided
opportunity for their voices to be heard and several direct quotes are included in this
paper to illustrate the cultural connections and dominant themes. Thematically, there
were three areas of emphasis: hard work, integrity, and caring for all within and outside
the organization.
Discussion of Canuck Culture and Findings
The inspiration for the cultural foundation within the Canuck organization can be traced
to Pat Quinn, before the arrival of the Sedins, and his role as the initiator of the beliefs,
values, and norms of the Canuck organization. Quinn’s experience and understanding of
the game were very clear. Quinn’s career was often linked to great successes in
professional hockey in Canada. The direction or cultural foundation Quinn set for the
Canucks was significant, as emphasized by Linden (Trevor Linden, personal
communication, April 6, 2015).
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Pat was trying to build something special, not only on the ice but off the ice, and he
wanted players who cared about working hard and being diligent and dedicated on the
ice and having that same attitude within the community. And that was really Pat’s vision.
And it’s interesting, Pat passed away, but the culture that he created 28 years ago, that
he started to create, we still live by today, very much so. And it’s been carried on for
decades.
The following direct quotes selected were thematically categorized under three headings:
hardworking, integrity, and caring. Linden stated his personal perspective on Quinn’s
leadership skills and integrity to build trust within the organization (Trevor Linden,
personal communication, April 6, 2015).
Pat was a mentor to me because heroes or mentors you always feel good when you’re
around them. They always inspire you; they make you feel better; they always challenge
you and bring energy or life to the situation or the scenario, and I think also when you’re
looking for direction or help, they can always kind of point you in the right way. You
trust a mentor, so Pat was always that for me, and I think he was for this organization a
hero, a tremendous leader, because he took this organization from obscurity and brought
it back to relevance.
Linden stayed with the Canucks until 2008 and he disseminated the cultural components
instilled by Quinn. MacIntyre (Iain MacIntyre, personal communication, Jan. 30, 2015)
remarked that Linden is a very special person who causes a visceral response from the
fans and community. So, we can see the foundation established by Quinn and the
dissemination of the Canuck culture by Linden was ongoing. Now, we move directly to
servant-leaders Henrik and Daniel Sedin and identify how they continue to build culture
by their contributions on and off the ice, that is, how the culture has been socially
constructed. Linden speaks highly of the Sedins and is sensitive to the tough criticism
Henrik and Daniel have endured over the years and of their strong work ethic on and off
the ice.
The stereotypical things that were said about them back then, they’re soft, they’re red-
headed Swedish boys who aren’t tough. I identified in a second none of that was true,
because I saw them play; I watched them play; I saw them practice. They never got
intimidated. That was the biggest bunch of crap. So, I recognized them being special
when I first got here, and they have only gotten, because they have worked extremely
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hard off the ice, their game on the ice has gone to the next level. I couldn’t be happier,
because you want good people to have good things happen to them, and they are the
complete player on/off the ice family. Pat Quinn would have drafted and wanted them,
regardless of what nationality they were or what colour their hair is. That’s the type of
player that you want as part of your organization and the fact that we have two of them. I
could go on for hours about all the things they do without looking for attention, without
asking for it, without wanting credit. They just do it because that’s who they are. (Trevor
Linden, personal communication, April 6, 2015).
The Sedins are not intimidated nor thrown off their goal: to win each game. They
continue to work hard on ice in Vancouver or during the summer in Sweden. Fellow past
and present team mates often comment on the twins’ relentless push to be better athletes,
i.e., Tanev, Burrows, Prust, Hansen, Naslund, Virbata, and Linden (Asano, Naoko, Jan.
26, 2015). Regardless of their age, 35 years, Henrik or Daniel have not slowed down.
Players reflect upon the Sedin’s consistent effort and how it makes you realize there’s so
much hard work ahead of you and this is helpful to the developing young players. The
example of the Sedins strong work ethic sets a high standard for the players.
The two external interviewees speak volumes about the Sedins’ cultural norms of
integrity and accountability:
Their leadership is very simply by example. It’s to do the right things, to say the right
things, to be the right people. In terms of a hockey leadership it means always doing their
best on the ice, never complaining about what the role is, never making demands of an
individual nature that would put those demands ahead of the teams’ objectives. It means
working harder every year so that each season following they’re in better shape (Iain
MacIntyre, personal communication, Jan. 30, 2014.)
And,
I think it’s probably the respect has grown over the years again. And I think a lot of that
has to do with that once – I mean just not players but media members – once you cover
them for a bit you understand how accountable they are; and I think that when you see
that they’ve generally played for more than a decade here without missing many games -
I think respect has grown from other players as well (Dan Murphy, personal
communication, Jan. 29, 2014).
The importance of earning respect, that there is no free ride, drives the Sedins to
excellence. They use their celebrity to demonstrate the caring and giving culture of the
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Canuck organization to the community. Iain MacIntyre describes the large donation
Henrik and Daniel made to the Children’s Hospital of BC. (Iain MacIntyre, Personal
communication, Jan. 30, 2014).
You know, when they do things like donate –I think it was 1.5 million to Children’s
Hospital, and they were going to do that on their own. They didn’t do that because they
thought, well, we should have some sort of charitable initiative that we’re part of. They
just wanted to help Children’s Hospital and it was only because of Children’s Hospital
realizing that that kind of leadership would encourage other people to donate (obviously
not 1.5 million, but maybe $15), that’s why the Sedins agreed to be public about it to help
further donations. They didn’t do it for any sort of recognition or to show people they
were giving back to the community. They are, as far as I can tell, completely unaffected
by their success in this league as two of the premier players for a long time now.
Recently, Daniel Sedin played in the NHL All Star Game in Nashville and his share of
the winnings was $125,000 U.S.. Daniel immediately donated this money to the Canuck
training staff. This was his way of honouring them for all they do for the players. When
asked about word association to the Sedins, one hears words such as, integrity,
understated, sense of humour, perseverance (Dan Murphy) and respectful of team mates,
comfortable in the spotlight, determined to win (Iain MacIntyre). They try to inspire and
model a positive approach to the game, the officials, and the new players and take their
roles seriously. Stories are told by many that both Henrik and Daniel will be the last men
standing after a game loss.
The Sedins came out and talked and stood in the middle of the room – and there must
have been at least 50 reporters in the room; there were only three or four players – and
one or two of the other players would kind of come and go; you know, someone would be
there for five minutes and they’d go, then someone else would come… The twins stood
there for about half-an-hour and the Canucks had gotten bombed that night but they just
felt that it was their responsibility to be accountable…. and accountability – I haven’t
mentioned it – accountability is a huge part of leadership and professionalism and they
(Sedins) are not only available front and center when things are great; they are front and
center when things aren’t great, and they’re taking their share of responsibility for that
and answering every question (Iain MacIntyre, personal communication, Jan. 30, 2014).
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Quinn was a huge proponent of hard work on and off the ice and Linden acknowledged
that this mind set stayed with him (Linden) as a player also. Linden recognizes that the
Sedins have carried such beliefs forward and they pass it on to younger players, which
insures this cultural sequence continues. Linden strongly suggests that caring about your
team mates and your community is necessary if one wants to play with the Canucks- if
players don’t care, Linden suggests they go elsewhere. This is non-negotiable. The
culture of the Canucks has been driven over the 16+ Sedin servant-leader years toward
hard work (Clipperton, Dec. 12, 2015, Times Colonist), being respectful, accountable,
mentoring, caring about each other and infusing their concern for the greater community,
i.e. mental health, autism, Children’s’ Hospital. Because of their lengthy stable history
with the team and the Canuck organization overall, the original beliefs, values, and
norms established by Pat Quinn and then disseminated by Trevor Linden during his time
as a player, team leader and now as an executive, the legacy continues today through the
filtering and modelling to the players especially by the Sedin’s behavior. The culture is
embodied into the young players.
It is understood that the Sedins were drafted by the Canucks for a particular purpose. That
mission was to build them into the cornerstones of the team who believed strongly in
hard work, integrity, and caring. Their exemplars of team leadership reflect a consistent,
thoughtful, understanding of the game and they invest time as mentors to ease the young
players into the cultural norms of the Canucks. Linden says it is not enough to try and tell
young players how to work, but when they see it, they know it, and they copy it. That’s
how young players learn. Laloux (2014) states, culture is how things get done, without
people having to think about it (p. 225). A strong organizational culture takes time to
build: initiating the foundation; disseminating the values and beliefs; and consistently
reinforcing this culture over the years.
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The previous interview responses provide clarity to the cultural aspects of the Canucks.
The voice of each Sedin delivers additional validation to their beliefs and values (first
interview session (Nov. 14, 2011).
Henrik- You prepare in the mornings or the day before and when the time comes it’s time
to go out and perform. I mean if you need to say a lot at that time, something’s wrong, I
think. You want to go out there and show that you’ve been preparing the right way, and
you’re ready to go. So, I don’t think much needs to be said at that time, because it’s
more, leave everyone to themselves, and let them get ready.
Both spoke about everyone being involved in the team and that is essential to them that
All members feel important and involved to be successful. They acknowledge
accountability and responsibility to the team.
Henrik-It doesn’t matter if it’s someone that works in the building, or in the staff, or
trainers, or coaches, or whatever it is. You have to feel important. It doesn’t matter what
you do, and that’s something that I think you’ve got to take seriously, to say hi to people
when you walk by. And that’s always been the way we’ve tried to do things.
The issues of accountability and integrity were stressed by the Sedins in that everyone is
accountable to each other; knowing what is expected; admitting mistakes; taking
ownership for errors or losses. That’s part of being a leader said Henrik. Their honesty
was clear.
Henrik- I don’t know how much faster we can get, but there’s always something you can
work on. Our shots can be better, at least mine. So there’s always minor things you can
get better at, and I think once you get to a point that you feel that you’ve reached your
peak I think that’s the time when you’ve got to maybe take a look at retiring.
Daniel added, When you start to think that, you can’t get any better, I think that’s
when things start to go the other way. So you always have to look for things that can
make you better and that’s the only way to stay out there, I think.
When I asked them how they wanted to be remembered in hockey and in life, here were
their responses:
Henrik –Hockey, you have a talent, and you do your best to be the best player you can
be, but, without that talent growing up, it’s tough to get somewhere, so you get a lot of
things for free in hockey. But as a person, I think that’s where you can make the biggest
difference, in a community or with your friends, or teammates. I think you want to
treat everyone else like you want to be treated yourself, and you want to be remembered
as
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someone that cares, and makes a difference. If it’s a big difference, or a small difference,
or it’s just showing that you care about people or whatever, I think that’s more
important.
Daniel– Yeah, I think if teammates and people say that they enjoyed our company and
that we made them better people… I think that’s good enough for us. It’s important to us
that they respect us. I mean, you don’t have to like us, but at least respect us as human
beings.
Conclusion
The contents of this research paper have been gathered from several voices, Trevor
Linden, Henrik and Daniel Sedin, Dan Murphy, and Iain MacIntyre and other team
players who reflect the opinions and perspectives about and the culture of the Canuck
organization.
Research Question #1: How have Henrik and Daniel Sedin influenced the organizational
culture of the Vancouver Canucks? The evidence of continuous and lengthy alignment,
to the cultural values, beliefs and norms of the Canucks, i.e., hardworking, integrity, and
caring is clearly demonstrated by the Sedins. The Sedins epitomize the culture of the
Vancouver Canuck organization. They are the culture carriers of the organization and
acknowledge their responsibility as such.
Research Question #2: What possible difference has the Canucks organizational culture
make to the educational and sports communities? Trevor Linden, Henrik and Daniel
Sedin comfortably demonstrate and illustrate both a servant-leader philosophy and a civil,
caring, humble, yet competitive, sportsmanship as representatives and ambassadors of an
NHL hockey team. Youth, aspiring professional hockey players and those involved in
hockey and sport in general, may be influenced by the willingness to serve the team and
their community through relentless hard work, integrity and accountability, and caring for
children, special needs, and outreach to the local and provincial community. This is a
significant, yet hopeful contribution, to the public and often overlooked. A common
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perception mentioned over and over is that Henrik and Daniel conducted themselves as
gentlemen, without complaint, humble, and professional. Over the hundreds of Canuck
hockey games on television, and of those I personally witnessed at Rogers Arena, I
noticed the humility exemplified by Henrik and Daniel and their ability to focus and
listen to officials (Crippen & Nagel, 2014). A constant compassionate attitude and
servant-leader ethos is reflected in the attention they give to each other and particularly to
the player on the first line with them. Northouse (2016) states that servant leadership
does not occur in a vacuum but occurs within a given organizational context and
particular culture (p. 231).They have influenced the organizational culture by
maintaining a solid work ethic, a humbleness, respect, plus responsibility and
accountability to themselves, their team, and the Canuck organization. Their reaching
out to the community, especially children, over time, through civic donations, is
indicative of their helpful/caring outlook. Henrik and Daniel Sedin articulate the culture
of the Vancouver Canucks through thought, word and deed. They walk their talk
(Crippen & Nagel, 2013). What difference does this make to hockey in general? They
are examples of positive, well prepared athletes whose civility and respect define them on
and off the ice and they are the legitimate cultural carriers for the Vancouver Canucks
and its legacy for good.
Recommendation:
Additional research into the perceptions of youth toward the Vancouver Canucks or the
Sedins and/or additional hockey organizations could prove valuable to those groups
involved in hockey as coaches and leaders. Generally, the investigation of other team
sports could provide rich data as to their impact on youth and community. We need to
hear the opinions of young people today. What impressions are our organizations and
their culture leaving on them?
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Thank you to Trevor Linden, TC Carling, Henrik & Daniel Sedin and the
Vancouver Canuck Organization for their ongoing support of this research study.
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