A Management Model for University Drone Sport Clubs Based on the POLC Framework

Abstract

Background and Aims: Drone sport has rapidly emerged as a new form of physical and technological education in Chinese universities, yet the management of university drone sport clubs still faces challenges, including insufficient planning, a lack of organizational clarity, limited leadership capacity, and weak evaluation mechanisms. This study aimed to construct and validate a comprehensive management model for university drone sport clubs based on the POLC (Planning, Organizing, Leading, and Controlling) framework.

Methodology: This study employed a mixed-methods design to investigate the management of university drone sports clubs in Guangdong Province. The quantitative phase surveyed 368 participants, including 41teachers and 327 student members, to assess the current management status and identify key issues. Purposive sampling was used to select experts for interviews, Delphi consultation, and focus group discussions. In-depth interviews with five key stakeholders and case studies of selected universities provided contextual insights into operational challenges, leadership practices, and resource management. Based on the integrated analysis, a preliminary management model was developed and refined through two rounds of Delphi consultation with 19 experts, including drone coaches, physical education specialists, and sports managers. Finally, a seven-person focus group discussion was conducted to validate and finalize the model, ensuring its theoretical soundness, practical applicability, and alignment with university and policy requirements. Quantitative data were analyzed using descriptive statistics (mean and standard deviation), while qualitative data from interviews, case studies, and focus group discussions were examined through content analysis. Delphi results were evaluated using median and interquartile range (Median ≥ 3.50, IQR ≤ 1.50), and questionnaires were validated using the Index of Item-Objective Congruence (IOC).

Results: The findings revealed that universities often lack systematic activity planning, resource integration, and leadership mechanisms, thereby hindering the sustainable development of drone sports clubs. The proposed management model addressed these problems by integrating POLC principles with supporting theories such as 4M, Constructivist Learning Theory, and Collaborative Governance Theory.

Conclusion: The developed model is practical and effective in enhancing club operations, improving member satisfaction, and supporting the sustainable growth of drone sport in universities. It provides valuable insights for both policymakers and educational institutions to strengthen drone sport education and extracurricular management. And this is the first validated POLC-based model applied to drone sports in Chinese universities.