Transformational and Transactional Leadership in Interuniversity Athletics Management

Alison Doherty · Karen E. Danylchuk

111 citations0/0 files storedJournal of Sport Management

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Job Satisfaction and Organizational Behavior Sport Psychology and Performance Employee Performance and Leadership

Abstract

This study examined the leader behavior of interuniversity athletic administrators according to Bass's (1985) transformational/transactional leadership model. The impact of that behavior on subordinates’ satisfaction with leadership, perceived leader effectiveness, departmental commitment, and extra effort was also examined. A sample of head coaches from Ontario universities (N = 114) completed the Multifactor Leadership Questionnaire (MLQ) Form 5X (Bass & Avolio, 1991) with regard to their athletic administrators. The resultant profile was one of predominantly transformational as opposed to transactional or nonleadership behavior. Furthermore, leader-centered behavior (idealized influence, attributed charisma) was used more often than subordinate-centered behavior (individualized consideration, intellectual stimulation). Coaches' satisfaction with leadership, perceived leader effectiveness, and extra effort were positively and strongly associated with transformational leadership and contingent reward behavior, whereas negative relationships were observed for management-by-exception (passive) and nonleadership behaviors. Leader behavior was not associated with the coaches' commitment to the athletic department.

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References

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2013A Meta-Analysis of Transformational and Transactional Leadership Correlates of Effectiveness and Satisfaction: An Update and Extension 2015Forty Years of Leadership Research in Sport Management: A Review, Synthesis, and Conceptual Framework 1998Managing Our Human Resources: A Review of Organisational Behaviour in Sport 2017Transformational leadership and organizational citizenship behavior: Mediating role of affective commitment

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