{"id":231,"date":"2006-03-05T17:01:28","date_gmt":"2006-03-05T23:01:28","guid":{"rendered":""},"modified":"2015-03-27T11:34:48","modified_gmt":"2015-03-27T16:34:48","slug":"war-warrior-heroes-and-the-advent-of-transactional-leadership-in-sports-antiquity","status":"publish","type":"post","link":"https:\/\/thesportjournal.org\/article\/war-warrior-heroes-and-the-advent-of-transactional-leadership-in-sports-antiquity\/","title":{"rendered":"War, Warrior Heroes and the Advent of Transactional Leadership in Sports Antiquity"},"content":{"rendered":"
Submitted by: Jason D. Carthen<\/div>\n

Abstract<\/p>\n

This paper explores the advent of a transactional leadership
\nparadigm in sports antiquity. Specifically, an athlete\u2019s reaction
\nto means and types of intrinsic\/extrinsic motivation is explored via relevant
\nleadership praxis. Resultant achievements on the athletic field of play
\n(stadion) are examined via review of an athlete\u2019s reaction to: (a)
\nexternal influence, (b) preparation, (c) training, (d) coaching, and (e)
\nan established path to victory\/defeat. The reactions are explored via
\nthe dimensions of a contingent reward structure and the implications for
\nits adoption in order to succeed and become victorious at ancient Olympia.
\nThe paper concludes with a summary discussion of the proffered transactional
\nparadigm existent in sport, and an athlete\u2019s adherence to or subsequent
\nrejection of said paradigm to mediate his\/her success.<\/p>\n

<\/p>\n

Introduction<\/p>\n

With some of the earliest accounts of sport beginning in
\nthe fourth century; the history of sport has it\u2019s underpinnings
\nin antiquity (Sansone, 1988; Valavanis, 2004; Woff, 1999). This paper
\nsuggests a typology of \u201ctransactional leadership\u201d as a forerunner
\nto the seminal theory offered later by James MacGregor Burns (Bass, 1985;
\nBurns, 1978). Utilizing ancient sources, this inquiry begins with the
\nexploration of contingent reward structure, active management by exception,
\nand a passive management by exception paradigm (Bass, 1985; Yukl, 2002).
\nIn accordance with the constructs mentioned above, the advent of transactional
\nleadership begins via the emergence of professionalism in ancient sport
\nand a subsequent decline of competition simply for its benefit (Rigauer,
\n1981).<\/p>\n

Summary lessons gleaned from this inquiry suggest: (a) An
\nathlete\u2019s level of cognitive schema with regard to leader behavior
\nserves as a predictor of an athlete\u2019s successful performance, (b)
\nan athlete\u2019s successful performance is moderated by acceptance or
\nrejection of a transactional leadership paradigm, and (c) a certain modicum
\nof agreeableness must be present in order to thrive in sports specific
\ntransactional relationships (Raglin, 2001). While this paper is conceptual
\nin nature; the study of transactional leadership upon athletes suggests
\nopportunities for future research.<\/p>\n

Transactional Leadership<\/p>\n

Burn\u2019s (1978) seminal work served to promulgate two
\ntypes of leadership orientation theories, transformational and transactional
\nleadership. Transformational leadership is predicated on the leader\u2019s
\nability, \u201c\u2026to move those influenced to transcend their own
\nself-interests for the good of the group, organization, or country\u201d
\n(Bass, 1985, p. 15). Complimentary to transformational leadership is the
\ntheory of transactional leadership, which identifies the leader as the
\ncatalyst for expectations, goals, and provision of recognition and rewards
\nwhen a task is completed (Bass, 1985). Transactional leadership serves
\nas the pathway to \u201ccontingent reinforcement\u201d. Whereby, the
\nleader and follower agree on the necessary path to achieve the reward
\nor avert punishment (Bass, 1985; Bass & Avolio, 1994; Burns, 1978).
\nAs a caveat, reinforcement usually portends a follower\u2019s compliance;
\nhowever, a follower will not always act in their own best interests. For
\nexample, in sport; transactional leadership offers a cognitive framework
\nwhich helps to explain an athlete\u2019s willingness to subject their
\nbody to serious injury and possibly death. Furthermore, athletes appear
\nto be able to call forth a level of conation that allows them to compete
\neven in pain. Otto Graham of the Cleveland Browns football team serves
\nas an example. \u201cHobbled by a cracked rib, he came off the bench
\nat his coach\u2019s request and ran and passed his lethargic team to
\nvictory\u201d (Natali, 2001, p. 22). Obviously, a heightened level of
\ncommitment to achieve the reward is paramount to an athlete\u2019s success.<\/p>\n

Passive management by exception<\/p>\n

Passive management by exception suggests a hands-off leadership
\napproach until a subordinate or follower elicits a need for an intervention.
\nHowever, this management style creates only an opportunity for negative
\nfeedback. Hall of fame coach Paul Brown frequently engaged in passive
\nmanagement by exception. \u201c…after an interception thrown by one
\nof his quarterbacks, Coach Brown walked up to him and whispered in his
\near \u201cYou’ll never, never, ever get a chance to throw that pass again\u201d
\n(Bell, 1991, p. 91). This example illustrates the transactional agreement
\nwhich existed between Coach Brown (leader) and his players (followers),
\nwhereby the followers received a reward based upon their performance or
\nalternatively they received a swift corrective action (The player mentioned
\nwas traded the next day) based on their inability to perform.<\/p>\n

Active management by exception<\/p>\n

A leader\u2019s willingness to intervene only when something
\ngoes wrong is a shared construct in both active management by exception
\nand passive management by exception. However, the theory of \u201cactive
\nmanagement by exception\u201d did not appear until five years after Bass\u2019s
\n1985 higher order construct of transformational leadership (Bass &
\nAvolio, 1990). In active management by exception there is a divergence
\nwith regard to rule enforcement after a mistake is encountered. For example,
\nif an active plan of correction is in place prior to a mistake then the
\ninfraction may be viewed differently by the leader. The final component
\nof leadership associated with transactional leadership is \u201cLaissez-faire
\nLeadership\u201d (Yukl, 2002, p. 254). This latent stage of the theory
\nsuggests levels of passivity in the leader\u2019s approach that are both
\nineffective and border on indifference toward the follower.<\/p>\n

Path goal theory<\/p>\n

The effectiveness of contingent reward is predicated on
\na follower\u2019s anticipated value of the perceived reward. For this
\nreason, \u201cpath-goal theory\u201d is appropriate when offering a
\nsalient methodology associated with contingent reward (Bass, 1985; House,
\n1971). House (1971) intimates that path-goal theory is comprised of, \u201c…increasing
\npersonal payoffs to subordinates for work-goal attainment, and making
\nthe path to these pay-offs easier to travel by clarifying it, reducing
\nroadblocks and pitfalls, and increasing the opportunities for personal
\nsatisfaction en route\u201d (p. 324). Furthermore, as the path to goal
\nattainment by the follower is illuminated and made accessible by the leader,
\nthe opportunities for personal satisfaction are more accessible to the
\nfollower (Bass, 1985).
\nA key determinate in the path-goal theory of motivation is related to
\nthe leader\u2019s ability to intervene in the sequences of goal clarity,
\nand guidance. \u201c…the leader creates a supportive environment of
\nlogical support, warmth, friendliness, and helpfulness by doing such things
\nas being friendly and approachable and looking out for the welfare of
\nthe group\u201d (House, 1971, p. 321). In summary; path-goal theory helps
\nto explain how contingent reward works and establishes the next section
\nof inquiry.<\/p>\n

Sport in Antiquity<\/p>\n

The Isthmian games were recognized as one of the four Pan-Hellenic
\n(all Greek) festivals, second in importance only to the Olympic Games
\nwhich were inaugurated in 776 B.C. In contrast to the Olympic Games which
\nhonored Zeus as the patron deity, the Isthmian games were instituted to
\nhonor Poseidon in 580 B.C. (Steven G. Miller, 2004; Palaeologos, 1964).
\nIsthmia holds special significance due to its bi-annual competition and
\nits importance as a trade port situated directly on the eastern side of
\nthe Peloponnesus. The sanctuary of Poseidon where the games took place
\nwas situated on one of the most important crossroads of ancient Greece,
\nthe Isthmos (Golden, 1998). It\u2019s significance is related to the
\nbrevity between festivals and the inclusion of events such as the pentathlon,
\nchariot races, and horseracing (Broneer, 1999). Midway through the second
\ncentury B.C., the Isthmian Games came under the control of Corinth due
\nto maritime trade benefits and overseas colonization. Corinth subsequently
\nbecame renowned throughout the world for its ability to offer trade and
\nease of passage (Woff, 1999). However, this renowned status would lead
\nto Corinth\u2019s destruction by the Romans in 146 B.C., due to jealousy
\nand a need for subjugation (Grant, 2005). It was not until 44 B.C. by
\nthe proclamation of Julius Caesar that Corinth was able to host the games
\nonce again (Kyle, 2004). Despite the turmoil and implications of war,
\nthe Games continued to evolve with Isthmia crafting the first \u201chysplex\u201d
\n(starting gate) and embracing sports as a paradigm commensurate with culture
\n(Swaddling, 1980).<\/p>\n

Sadly, participation in the games merely for enjoyment quickly
\nbecame a relic with the advent of professionalism in sport and society.
\n\u201cThe winner of the boys stadion race at the Panathenaea at Athens
\nreceived fifty amphoras of olive oil worth the equivalent of $45,000 US
\ndollars today\u201d (Golden, 1998, p. 142) . Furthermore, the athlete
\nthat did not win in the games was subject to abject disgrace and possible
\nretribution by their coach and judges. \u201cYou who have worked hard
\nenough to qualify for Olympia, ridding from your lives whatever is idle
\nand cowardly-proceed. Those who have not trained themselves to this level-let
\nthem wander where they please\u201d (Spivey, 2004, p. 78). Perhaps the
\nmost glaring evidence for the untenable pressure to receive the \u201ccontingent
\nreward\u201d is found in Perrottet\u2019s (2004) account of an athlete
\nat the games:<\/p>\n

Arrhichion: in the final of 564 B.C., was caught in a
\nlethal ladder hold and was expiring from asphyxiation. Inspired by a
\nshout from his coach, Arrhichion managed to roll over and give his opponent\u2019s
\nfoot a savage twist. The opponent raised the finger of surrender just
\nas Arrhichion died (p. 172).<\/p><\/blockquote>\n

In the next section; the evolution of sport reveals the
\ncoming foundation of transactional leadership and the resultant far reaching
\nimplications for sport in modernity.<\/p>\n

Sport and society<\/p>\n

Why then is the evolution of sport via a transactional paradigm
\nimportant to society? Sport has the ability to transcend all social and
\ncultural constraints (Yurdadon, 2005). Furthermore, the structure, forms
\nof behavior and interaction found in sport settings are similar to those
\nfound in other societal settings. In other words, sport is a microcosm
\nof society (Frey & Eitzen, 1991; Golden, 1998). However, in day-to-day
\nsocietal functioning it does not simply end there; there are eternal constructs
\nthat imply a preferred path or a direct relationship between the very
\nnature of sport and biblical instructions for humanity (Connor, 2002).
\nFor example, the apostle Paul alludes to this very premise as he exhorts
\nthe Corinthians with the following timeless metaphor \u201cDo you not
\nknow that in a race all the runners run but only one gets the prize? Run
\nin such a way as to get the prize\u201d 1 Cortihians 9:24 (NIV). Indeed,
\nsport as a product of social reality is capable of communicating at a
\nlevel which cannot be ignored.<\/p>\n

Emerging from this social reality is the positive concept
\nof \u201car\u00eate\u201d which denotes (a) skill, (b) prowess, (c)
\npride, and (d) excellence (Miller, 2004b). The term does not merely convey
\nlofty adjectives, instead it reveals a level of influence that permeates
\nthe very existence of sport and society (Golden, 1998). Furthermore, this
\nlevel of influence is revealed in the co-existence of sport and culture
\nin antiquity. \u201c\u2026education in antiquity was set in the gymnasium,
\n[where] the Akademy [sic] of Plato was first and foremost a place of exercise
\nfor the body\u201d (Miller, 2004a, p xi). The confluence of athletics
\nwith education reveals the interwoven concept of sport and society, whereby
\nthe two can no longer be mutually exclusive.<\/p>\n

In direct contrast to the example \u201car\u00eate\u201d
\nmentioned above, the evolution of negative influences in sport and society
\nprovides the basis for an athlete\u2019s willingness to ascribe to a
\nlevel risk taking that is both dangerous and suggestive of cognitive dissonance.
\n\u201cThose athletes who chose death over defeat were always highly revered\u201d
\n(Miller, 2004a, p. 29). The preceding example served to portend the gradual
\nloss of athletic innocence that would herald the adoption of succeed at
\nall costs mentality still present today.<\/p>\n

Bill Romanowski typifies the very nature and resolve of
\nan athlete from antiquity and their willingness to attain the \u201ccontingent
\nreward\u201d at all costs. \u201cDespite the effects of my first NFL
\nconcussion, I never before experienced an injury that would remove me
\nfrom a game. Each play meant so much to me that to miss even one was like
\na death sentence\u201d (Romanowski & Schefter, 2005, p. 59). Romanowski\u2019s
\naccount is not too different from my own personal schema during my tenure
\nin the NFL. As an athlete you want to achieve the desired goals as set
\nforth by your coach, and quite possibly you are willing to do anything
\nto achieve the desired result. For example, during a conversation with
\nCoach Bill Parcells his assertion that \u201cCarthen, unless you get
\nout there and hit somebody your going to get sent home\u201d (B. Parcells,
\npersonal communication, April 1994) elicited such a need to disprove his
\nstatement that I was willing to do anything for the contingent reward,
\ni.e., viciously hit someone. While it may not constitute definitive research;
\nmy NFL playing experience provides anecdotal evidence that affirms the
\npresence of a transactional paradigm in sport.<\/p>\n

Continuing with the discussion of influence; the ability
\nof an individual to influence another individual or a group\u2019s behavior
\nat any given time, suggests far reaching implications for that individual\u2019s
\nlocus of control (Stuntz & Weiss, 2003; Yukl, 2002). For example,
\nin antiquity the level of influence that a \u201cHellanodikai\u201d
\n(coach) was able to wield provided the extrinsic motivation, leadership,
\nand influence necessary for an athlete\u2019s achievement of targeted
\ngoals. During the Olympic festival \u201c…they could impose fines or
\norder whippings, and all of their decisions were final; only an appeal
\nto the Olympic council could overturn them, a move no athlete would take
\nlightly\u201d (Perrottet, 2004b, p. 42). I posit that Bass and Avolio\u2019s
\n(1994) definition of \u201ctransactional operators\u201d appropriately
\nprovides a lucid definition of the Hellanodikai in antiquity and some
\nprofessional coaches in modernity. \u201cTransactional operators exist
\nfor their own personal agenda without concern for the welfare of the others.
\nHe or she enters into an agreement to satisfy their own personal…initiatives
\nand goals\u201d (p.13). Indeed, the concept of transactional operators
\nin antiquity is not that far removed from some coaches in modernity.<\/p>\n

Mental Health and Sport Performance<\/p>\n

The premise that an athlete\u2019s mental health dictates
\ntheir performance is not a new concept. Furthermore, the subject continues
\nto receive extensive inquiry (Chelladurai & Riemer, 1997; Kenow &
\nWilliams, 1999; Raglin, 2001). In sports antiquity; an athlete\u2019s
\nsuccess was predicated on several factors, including size, preparation,
\ncoaching, and sheer will. However, their level of self-efficacy served
\nas the catalyst for burgeoning victory. \u201cOlympic champion Melancomas
\nof Caria …was able to keep his guard up for two days at a time, forcing
\nhis opponents to give up from exhaustion\u201d (Perrottet, 2004, p. 168).
\nWhile the level of self-efficacy demonstrated by Melancomas is indicative
\nof the value placed on contingent reward, caution is needed to stave off
\na level of cognitive dissonance. For example, in order to retain electrolytes
\nand hormones in his system; Bill Romanowski\u2019s contemplation of ingesting
\nhis own urine in order to achieve the reward necessary would be unacceptable
\nto many elite athletes (Romanowski & Schefter, 2005). Indeed, achieving
\nthe contingent reward both in antiquity and modernity is worthy of contemplating
\nthe risk vs. the reward.<\/p>\n

Discussion and Conclusion<\/p>\n

This paper set forth the existence of a transactional paradigm
\nin sports antiquity. At the macro level; this paper served to polarize
\nthe interwoven aspects of ancient sport and transactional leadership (Burns,
\n1978). At the micro-level; this inquiry revealed that a follower\u2019s
\nadherence or rejection of contingent reinforcement serves as a road map
\nto follower motivation and goal attainment (Bass, 1985). Furthermore,
\nlessons gleaned from the research suggest sport and society are inextricably
\nlinked, with far reaching implications for what is social reality and
\nwhat are actual playing field developments. While parallels between organizations
\nand the work like behavior of top-level athletic teams exist, there will
\nremain fertile ground for opportunities to study the complexities of effective
\nleadership (Frey & Eitzen, 1991; Rigauer, 1981).<\/p>\n

 <\/p>\n

References<\/p>\n

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Yurdadon, E. (2005). Servant Leadership and Sport Management. The Sport
\nJournal Supplement, 11(4).<\/p>\n","protected":false},"excerpt":{"rendered":"

Submitted by: Jason D. Carthen<\/div>\n

Abstract<\/p>\n

This paper explores the advent of a transactional leadership
\n paradigm in sports antiquity. Specifically, an athlete’s reaction
\n to means and types of intrinsic\/extrinsic motivation is explored via relevant
\n leadership praxis. Resultant achievements on the athletic field of play
\n (stadion) are examined via review of an athlete’s reaction to: (a)
\n external influence, (b) preparation, (c) training, (d) coaching, and (e)
\n an established path to victory\/defeat. The reactions are explored via
\n the dimensions of a contingent reward structure and the implications for
\n its adoption in order to succeed and become victorious at ancient Olympia.
\n The paper concludes with a summary discussion of the proffered transactional
\n paradigm existent in sport, and an athlete’s adherence to or subsequent
\n rejection of said paradigm to mediate his\/her success. <\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"jetpack_post_was_ever_published":false,"jetpack_publicize_message":"","jetpack_is_tweetstorm":false,"jetpack_publicize_feature_enabled":true,"jetpack_social_options":[]},"categories":[295,296],"tags":[8,70,72,31],"jetpack_publicize_connections":[],"jetpack_featured_media_url":"","jetpack_sharing_enabled":true,"jetpack_shortlink":"https:\/\/wp.me\/p4btio-3J","jetpack-related-posts":[{"id":123,"url":"https:\/\/thesportjournal.org\/article\/transformational-leadership-and-organizational-effectiveness\/","url_meta":{"origin":231,"position":0},"title":"Transformational Leadership and Organizational Effectiveness in Recreational Sports\/Fitness Programs","date":"February 15, 2008","format":false,"excerpt":"Submitted by: Chin-Hsien Hsu, Dr. Richard C. Bell and Kuei-Mei Cheng Abstract The concept of leadership has gained a large amount of attention in recent years. This paper investigated the relationships between transformational leadership and organizational effectiveness in the field of recreational sport and leisure. First, it reviewed a discussion\u2026","rel":"","context":"In "Sports Coaching"","img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":6197,"url":"https:\/\/thesportjournal.org\/article\/preferred-leadership-styles-of-student-athletes-in-a-midwest-naia-conference\/","url_meta":{"origin":231,"position":1},"title":"Preferred leadership Styles of Student Athletes in a Midwest NAIA Conference","date":"December 27, 2018","format":false,"excerpt":"Authors: Todd D. Pitts, Ed. D, Gerald Nyambane, Ph.D., Stephen L. Butler Ed.D. Corresponding Author: Todd D. Pitts, Ed.D 6191 Kraft Avenue Grand Rapids, Michigan 49512 tpitts@davenport.edu 616-554-4716 Todd D. Pitts is an Associate Professor of Sports Management at Davenport University in Grand Rapids, Michigan. He also serves as the\u2026","rel":"","context":"In "Leadership"","img":{"alt_text":"Table 4","src":"https:\/\/i0.wp.com\/thesportjournal.org\/wp-content\/uploads\/2018\/12\/Table-4.jpg?resize=350%2C200","width":350,"height":200},"classes":[]},{"id":7550,"url":"https:\/\/thesportjournal.org\/article\/student-success-an-exploratory-examination-about-male-athletes-perceptions-of-coaching-behaviors-in-middle-school\/","url_meta":{"origin":231,"position":2},"title":"Student Success: An Exploratory Examination About Male Athletes Perceptions of Coaching Behaviors in Middle School","date":"December 4, 2020","format":false,"excerpt":"Authors: Tucker, Raymond & Black, Willie Corresponding Author:Raymond Tucker, D.S.M., CFSC, CSCS * D, CSAC, FMS, USATF, USAWAssistant Professor of KinesiologyUniversity of Houston at Victoria3007 N. Ben WilsonVictoria, Texas 77901Phone: (361)-570-4381TuckerR1@uhv.edu Raymond Tucker, D.S.M., CFSC, CSCS*D, CSAC, USATF, USAW is an Assistant Professor of Kinesiology at the University of Houston\u2026","rel":"","context":"In "Research"","img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":275,"url":"https:\/\/thesportjournal.org\/article\/book-review-the-college-athletes-guide-to-academic-success-tips-from-peers-and-profs\/","url_meta":{"origin":231,"position":3},"title":"Book Review: The College Athlete’s Guide to Academic Success: Tips from Peers and Profs","date":"March 14, 2008","format":false,"excerpt":"Reviewed by: Jeffrey Chamberlin The College Athlete's Guide to Academic Success: Tips from Peers and Profs assists the student-athlete in making a successful academic transition from high school to college. Bob Nathanson and Arthur Kimmel, present a guide that focuses on essential issues for high school seniors and in-coming college\u2026","rel":"","context":"In "Contemporary Sports Issues"","img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":6917,"url":"https:\/\/thesportjournal.org\/article\/the-relationship-between-emotional-intelligence-leadership-styles-and-burnout-in-ncaa-coaches\/","url_meta":{"origin":231,"position":4},"title":"The Relationship between Emotional Intelligence, Leadership Styles, and Burnout in \tNCAA Coaches","date":"March 27, 2020","format":false,"excerpt":"Authors: Luna Ugrenovic, M.S., West Virginia University, Kimberly Shaffer, Ph.D., Barry \u00a0 University, Nataniel Boiangin, Ph.D., Barry University Corresponding Author: Luna Ugrenovic, M.S.478 Harding Avenue Apt. 4Morgantown, WV, USA, 26505luna.ugrenovic@gmail.com786-617-9425 Luna Ugrenovic is a first-year Ph.D. student at West Virginia University (WVU) studying Sport, Exercise, and Performance Psychology concurrently with\u2026","rel":"","context":"In "Research"","img":{"alt_text":"","src":"https:\/\/i0.wp.com\/thesportjournal.org\/wp-content\/uploads\/2020\/03\/Figure-1.png?resize=350%2C200&ssl=1","width":350,"height":200},"classes":[]},{"id":6386,"url":"https:\/\/thesportjournal.org\/article\/how-ncaa-division-i-ii-and-iii-mens-college-basketball-coaches-perceive-themselves-as-leaders\/","url_meta":{"origin":231,"position":5},"title":"How NCAA Division I, II, and III Men\u2019s College Basketball Coaches Perceive Themselves as Leaders","date":"March 22, 2019","format":false,"excerpt":"Authors: Matthew RaidbardCorresponding Author:Matthew Raidbard, Ed.D.9501 South King DriveChicago, Illinois 60628mraidbard@gmail.com847-826-2827Matthew Raidbard has been a men\u2019s college basketball coach for the past twelve years. He has also served for the past three years as a senior level college athletics administrator. His research focus is determining the best leadership style and\u2026","rel":"","context":"In "Leadership"","img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]}],"_links":{"self":[{"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/posts\/231"}],"collection":[{"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/comments?post=231"}],"version-history":[{"count":2,"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/posts\/231\/revisions"}],"predecessor-version":[{"id":976,"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/posts\/231\/revisions\/976"}],"wp:attachment":[{"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/media?parent=231"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/categories?post=231"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/tags?post=231"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}