This case deals with moral issues surrounding initiation rites (hazing) in organized hockey. The author profiles the attitudes and actions of several stakeholders including the players, the coaches, the team owner, the public and the Ontario Hockey League (OHL). Hazing made headlines when the Ontario Hockey League’s Windsor Spitfires let it happen among their players. A string of hazing-related incidents created conflict between experienced and rookie players, fragmented the Spitfire team, and resulted in the loss of two key players and the head coach.

Hazing has long been a tradition in organized sports and was justified by proponents as a means for players to bond with each other. Officially, the OHL prohibits teams from participating in hazing activities. The hockey community is divided on it — some stakeholders view it as a part of developmental hockey, while others feel it has no place in organized hockey at any level. This case questions the need for hazing and how big of a negative impact it has on the players and the teams. It draws attention to the dark side of sports management in the business of profit-generating sports attractions. The author also challenges the readers of this case to make strong recommendations to the new coach regarding leadership, change management, and team-building strategies.

This case would be suitable for in-class discussion in both undergraduate and graduate level business and sports management courses. It is particularly suitable to courses that cover ethical decision-making, social identity, leadership and change management. The case encourages discussion of mainstream ethical issues and will help students to deal with large social issues by identifying how they can shape the moral development and citizenship behaviors of their followers.