Doherty and Danylchuk (1996) Transformational and transactional leadership in interuniversity athletics management

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Transformational and transactional leadership in interuniversity athletics management

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CONTRIBUTORS:

	Author:	Doherty, A. J. (University of Western Ontario)
	Author:	Danylchuk, K. E. (University of Western Ontario)

JOURNAL:

Journal of Sport Management [JSM], 10(3), 292 - 309.

YEAR:

1996

PUB TYPE:

Journal Article

SUBJECT(S):

athletic-director; university; coaching; leadership; Ontario; interpersonal-relation; sport

DISCIPLINE:

Recreation, Sports & Leisure Studies

HTTP:

https://secure.sportquest.com/su.cfm?articleno=402350&title=402350

LANGUAGE:

English

PUB ID:

103-334-925 (Last edited on 2004/04/08 19:24:48 GMT-6)

SPONSOR(S):

ABSTRACT:
This study examined the leader behavior of interuniversity athletic administrators according to Bass's (1985) transformationall/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. Futhermore, 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 transformationall 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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