Since the passage of Title IX women's representation in upper-level sport administration positions has significantly declined. There are signficiantly more male, than female, athletic directors across the U.S. Within professional sports women continue to be underrepresented in senior administrative positions. Researchers have not specifically explored if senior level administrative positions are constructed or evaluated in a manner that may be biased toward women. Indeed, research has shown men and women identify managerial subroles as gender specific, which can act to constrain perceptions regarding the appropriate sex who must occupy that role. Role congruity theory describes that women may be unfavorably evaluated for positions in which the roles associated with that position are not considered to match appropriate female gender roles. If managerial roles for upper level positions contain more masculine managerial subroles, women may be seen as not having the capability of performing successfully in these roles. Therefore, the purpose of this research was to determine which managerial subroles sport managers identify as most important for entry, middle, and senior level management positions. Further, this research examined if type of position (manager or athletic director), and sex of manager impacted his/her perception regarding subroles for entry, middle, and senior level management positions. Sport managers and interscholastic athletic directors (n º 116) identified the importance of 19 managerial subroles for entry, middle and senior level managers using a 5 point Likert scale. All managerial subroles were significantly more important for senior level managers (p < .01), when compared to entry or middle level managers. The only managerial subrole that was not considered significantly different in level of importance between middle and senior level managers was monitoring work activities. Results indicate that managers and athletic directors perceived senior level management positions to require more masculine managerial subroles, but also more feminine and gender neutral managerial subroles. When examining differences based on sex of participant, no significant differences were perceived for managerial subroles at the senior level. Numerous differences were found when examining type of position, specifically evaluation of subroles for middle-level managers. Sport managers rated the masculine subroles of strategic decision making, problem solving and discipling as more important for middle-level managers when compared to ratings by athletic directors. These results will be discussed using role congruity theory.Keyword(s): administration/mgmt, gender issues, sport management