Leadership and Organizational Culture: An Investigation of Big Ten and Mid-American Conference Campus Recreation Administrations

Abstract

This descriptive research study was conducted to investigate the concepts of transformational leadership and organizational culture within the administrative levels of campus recreation programs of Big Ten and Mid-American Conference universities. While transformational leadership was quantitatively measured by the Leadership Behavior Questionnaire (LBQ), the Culture Strength Assessment (CSA) and Culture Building Activities (CBA) instruments provided two quantitative measures of organizational culture. Qualitative data were also collected and analyzed to enrich and cross validate the findings. The researcher concluded that high transformational leaders direct programs that (a) possess stronger organizational cultures and (b) carry out culture-building activities, specifically the “customer orientation” function, to a greater extent than other leaders do. An interaction effect between leadership and conference was uncovered for this variable. No significant difference was uncovered between the high and low leadership groups relative to the penetration of culture throughout the top four hierarchical levels of the organization.

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