Transactional or Transformational? Leadership Preferences of Division III Athletic Administrators

Laura Burton · Jon Welty Peachey

68 citations0/0 files storedJournal of Intercollegiate Sport

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Employee Performance and Leadership Sports, Gender, and Society Sports and Physical Education Studies

Abstract

Leadership research within sport management has yielded inconsistent results when examining transactional and transformational leadership. In addition, there has been a paucity of research comparing leadership behaviors between men and women based on leadership style. Therefore, this study examined whether leadership style (transactional, transformational) led to more positive perceptions of organizational outcomes in intercollegiate athletic administration and whether gender of the leader influenced these perceptions of leaders. Ninety-eight Division III athletic directors evaluated either a male or female transactional leader or a male or female transformational leader on extra effort, effectiveness, and satisfaction. Findings indicated transformational leadership was related to more positive organizational outcomes, specifically extra effort and satisfaction. However, gender of the leader did not influence these perceived outcomes.

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References

1987Leadership and Performance beyond Expectations 2002Role congruity theory of prejudice toward female leaders.1990From transactional to transformational leadership: Learning to share the vision 2004Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity.2013Sex Differences in Social Behavior 2003Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men.2001Description and Prescription: How Gender Stereotypes Prevent Women's Ascent Up the Organizational Ladder 1999An evaluation of conceptual weaknesses in transformational and charismatic leadership theories

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