scholarly journals The Relationship between Coaches’ Leadership Style and Burnout

1989 ◽  
Vol 3 (1) ◽  
pp. 1-13 ◽  
Author(s):  
Judy Dale ◽  
Robert S. Weinberg
Keyword(s):  
High School ◽  
Leadership Style ◽  
Leadership Behavior ◽  
Demographic Data ◽  
Maslach Burnout Inventory ◽  
Head Coaches ◽  
Helping Professions ◽  
High School Coaches ◽  
Behavior Description ◽  
The Relationship

The literature on burnout has concentrated on the human service and helping professions, although recently some researchers have investigated the burnout phenomenon in sport. The present investigation focused on high school and college head coaches to determine if burnout is related to leadership style. Subjects (N=302) were high school coaches from Texas and college coaches from the Southwest and Southeast Conferences. Coaches completed the Maslach Burnout Inventory (MBI), Leader Behavior Description Questionnaire (LBDQ), Social Desirability Scale (SDS), and a demographic data sheet. A MANOVA indicated a significant relationship between burnout and leadership style in four of the six subscales of the MBI. Specificially, coaches who displayed a consideration style of leadership behavior scored significantly higher in the frequency and intensity dimensions of the emotional exhaustion and depersonalization subscales. In addition, a significant gender difference revealed that male coaches scored higher in both the frequency and intensity dimensions of the depersonalization subscales. Results are discussed in terms of leadership theory, and practical implications are offered for reducing burnout in coaches.

İNSAN KAYNAKLARI YÖNETİCİLERİNİN LİDERLİK TARZI, YARATICI PROBLEM ÇÖZME KAPASİTESİ VE KARİYER TATMİNİ ARASINDAKİ İLİŞKİLERİN ARAŞTIRILMASI: AMPİRİK BİR ÇALIŞMA

2016 ◽  
Vol 4 (3) ◽  
Author(s):  
Hüseyin YILMAZ
Keyword(s):  
Problem Solving ◽  
Human Resources ◽  
Leadership Style ◽  
Career Satisfaction ◽  
Leadership Behavior ◽  
Future Research ◽  
Creative Problem Solving ◽  
Democratic Leadership ◽  
Creative Problem ◽  
The Relationship

The aim of this study is the creative problem-solving capacity of the organization with leadership behaviors of human resources managers and employees to examine the relationship between career satisfaction and is tested empirically. Research within the scope of the required data structured questionnaire method, operating in the province of Aydin was obtained from 130 employees working in five star hotels. Democratic leadership style according to the factor analysis, easygoing, participants converter, and releasing autocratic leadership dimensions were determined. According to the analysis, the dependent variable with a significant level of research and positive leadership style has been determined that no relationships. Regression analysis revealed that the leadership of the relationship with the creative problem-solving capacity of democratic leadership in style when found to be stronger than other leadership styles, while the variable describing the career of the employee satisfaction level of the maximum it was concluded that the creative problem-solving capacity of the organization. Research in the context of human resources on the very important for organizations, leadership behavior, creative problem-solving capacity and career satisfaction studies analyzing the relationships between variables it seems to be quite limited. The discovery by analyzing the relationship between the aforementioned variables, can make significant contributions to knowledge in the literature and are expected to form the basis for future research.

Transformational leadership and organizational citizenship behavior: Mediating role of affective commitment

2017 ◽  
Vol 13 (3) ◽  
pp. 373-382 ◽  
Author(s):  
Ye Hoon Lee ◽  
Boyun Woo ◽  
Yukyoum Kim
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Affective Commitment ◽  
Citizenship Behavior ◽  
Head Coaches ◽  
Citizenship Behaviors ◽  
Transformational Leadership Style ◽  
The Relationship

The purpose of this study was to examine the relationships between transformational leadership style, affective commitment, and organizational citizenship behavior in the athletic director–coach relationship. This study particularly focused on the mediating effect of affective commitment on the relationship between transformational leadership and organizational citizenship behavior. Athletic head coaches in NCAA Division II programs ( N = 244) completed the questionnaires measuring perceptions of the transformational leadership style of their athletic directors, their affective commitment, and organizational citizenship behavior. The results revealed that perceived transformational leadership was positively associated with affective commitment, which, in turn, was positively associated with organizational citizenship behaviors. Further, the result of this study supported full mediation among the proposed variables in that affective commitment served as the underlying psychological mechanism in the relationship between transformational leadership and organizational citizenship behaviors. Implications for athletic departments in fostering head coaches’ affective commitment and organizational citizenship behavior were discussed.

Does Doctors' Perception of Hospital Leadership Style and Organizational Culture Influence Their Organizational Commitment?

2014 ◽  
Vol 42 (9) ◽  
pp. 1549-1561 ◽  
Author(s):  
Beste Gokce ◽  
Salih Guney ◽  
Alev Katrinli
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Leadership Style ◽  
Leadership Behavior ◽  
Private Hospitals ◽  
Hospital Leadership ◽  
Culture Influence ◽  
Perceptions Of Leadership ◽  
The Relationship ◽  
Positive Effect

Our aim in this study was to determine the effect of organizational culture on the relationship between perception of leadership style and commitment to the organization by identifying firstly how Turkish doctors perceived the leadership behavior at private hospitals and then assessing the level of their organizational commitment. We developed and then tested a research model that incorporated leadership style, organizational commitment, and organizational culture. We distributed a survey to doctors working at four private hospitals in Turkey (N = 98). We found that doctors' perceptions of leadership behavior had a statistically significant, positive effect on their level of organizational commitment. We also found that organizational culture did not act as a moderator in this relationship.

scholarly journals The Relationship between Leadership Behavior of Principal and Organizational Culture toward Teachers Work Discipline of Public Vocational High Schools of South Tangerang

Ta dib ◽  
2016 ◽  
Vol 21 (1) ◽  
pp. 101
Author(s):  
Mumammad Dahlan R ◽  
Sari Purwaningrum
Keyword(s):  
High School ◽  
Organizational Culture ◽  
Correlation Analysis ◽  
Positive Relationship ◽  
Leadership Behavior ◽  
Pearson Correlation ◽  
Regression Line ◽  
Field Research ◽  
Vocational High School ◽  
The Relationship

The relationship between leadership behavior of principal and the organizational culture with teachers work discipline of Public Vocational High School of South Tangerang. A field research is aimed to find out the relationship between behavior leadership of principal and organizational culture with teacher’s work discipline of Public Vocational School of South Tangerang. The result of the research shows that: First, there is a positive relationship between the behavior leadership of principal with teacher’s work discipline. The result of correlation analysis between two research variables is gained that the relationship between behavior leadership of principal and teacher’s work discipline which is calculated by Pearson correlation is gained correlation coefficient value was 0.533. The value of determination coefficient in this analysis is gained 0.284, its means 28.4%. The variable of teacher’s work discipline can be explained from behavior leadership variable. The regression line is Ŷ = 75,735 + 0,670 X1. Second, there is a positive relationship between organizational cultures to teacher’s work discipline. The result of correlation analysis between to research variables is gained that the value of the relationship between organizational culture and teacher’s work discipline is calculated by Pearson correlation, and it is gained coefficient of correlation value 0.487 as many. The coefficient of determination’s value in this analysis is gained 0.238 which means 23.8 %. The variable of teacher’s work discipline can be explained by the variable of organizational culture. The regression line is Ŷ = 75,792 + 0,592 X2. Third, there is a positive relationship between behavior leadership of principal and organizational culture simultaneously to teacher’s work discipline is calculated by Pearson correlation and its gained coefficient correlation value 0.624 as many, then it is gained the determination of coefficient’s value 0.390 as many, which means 39 % the variable of organizational culture. The regression line is Ŷ = 47,812 + 0,522 X1 + 0,402 X2. Based on the result of the research we may say that behavior leadership of principal (X1), organizational culture (X2) have the relationship with teacher’s work discipline (Y). According to general criteria there is a relationship between behavior leadership of principal and organizational culture towards teacher’s work discipline at Public Vocational High School of South Tangerang. Hubungan antara perilaku kepemimpinan kepala sekolah dan budaya organisasi dengan disiplin kerja guru dari SMK Tangerang Selatan. Sebuah penelitian lapangan ini bertujuan untuk mengetahui hubungan antara kepemimpinan perilaku kepala sekolah dan budaya organisasi dengan disiplin kerja guru dari SMK Tangerang Selatan. Hasil penelitian menunjukkan bahwa: Pertama, terdapat hubungan positif antara perilaku kepemimpinan kepala sekolah dengan disiplin kerja guru. Hasil analisis korelasi antara dua variabel penelitian diperoleh bahwa hubungan antara kepemimpinan perilaku kepala sekolah dan disiplin kerja guru yang dihitung dengan korelasi Pearson diperoleh nilai koefisien korelasi adalah 0,533. Nilai koefisien determinasi dalam analisis ini diperoleh 0,284, yang berarti 28,4%. Variabel disiplin kerja guru dapat dijelaskan dari variabel perilaku kepemimpinan. Garis regresi Ŷ = 75.735 + 0.670 X1. Kedua, ada hubungan positif antara budaya organisasi dengan disiplin kerja guru. Hasil analisis korelasi antara variabel penelitian diperoleh bahwa nilai hubungan antara budaya organisasi dan disiplin kerja guru dihitung dengan korelasi Pearson, dan itu diperoleh koefisien nilai korelasi sebanyak 0,487. Koefisien determinasi dalam analisis ini diperoleh 0,238 yang berarti 23,8%. Variabel disiplin kerja guru dapat dijelaskan oleh variabel budaya organisasi. Garis regresi Ŷ = 75.792 + 0.592 X2. Ketiga, ada hubungan positif antara perilaku kepemimpinan kepala sekolah dan budaya organisasi secara bersamaan dengan disiplin kerja guru dihitung dengan korelasi Pearson dan nilai koefisien korelasi yang diperoleh sebanyak 0,624, maka diperoleh penentuan nilai koefisien ini sebanyak 0.390, yang berarti 39% variabel budaya organisasi. Garis regresi Ŷ = 47.812 + 0.522 X1 + 0.402 X2. Berdasarkan hasil penelitian kita dapat dikatakan bahwa prinsip perilaku kepemimpinan (X1), budaya organisasi (X2) memiliki hubungan dengan disiplin kerja guru (Y). Menurut kriteria umum ada hubungan antara kepemimpinan perilaku kepala sekolah dan budaya organisasi terhadap disiplin kerja guru di SMK Tangerang Selatan.

scholarly journals The Relationship Between Leadership Style & Demographic Characteristics Of Taiwanese Executives

2011 ◽  
Vol 5 (2) ◽  
Author(s):  
Annette E. Craven ◽  
Thun-Yun Kao
Keyword(s):  
Leadership Style ◽  
Mainland China ◽  
Leader Behavior ◽  
Demographic Characteristics ◽  
High Tech ◽  
Behavior Description ◽  
The Relationship

The purpose of this study was to investigate the relationship between Taiwanese executives leadership style and demographic characteristics in the high-tech Kun-Shan region of Mainland China using the leader Behavior Description Questionnaire (LBDQ).

Leadership Behaviors among Gamers and Student Leaders

Gamification ◽  
2015 ◽  
pp. 1771-1787
Author(s):  
Ho Wei Tshen ◽  
Angeline Khoo
Keyword(s):  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Real Life ◽  
Student Leaders ◽  
Leadership Positions ◽  
Social Game ◽  
The Social ◽  
Prosocial Orientation ◽  
Behavior Description ◽  
The Relationship

This study explored the relationship between leadership in video games and in real-life. The effects of motivation of play, prosocial orientation, and the social context of play on leadership behavior were also investigated. A Game Leadership Behavior questionnaire was constructed to measure game leadership. Other measures included the Leadership Behavior Description Questionnaire, the Motivation of Play questionnaire, Prosocial Orientation Questionnaire (POQ), and questions identifying the type of game play participants were involved in. A total of 321 students participated in the study. All participants held leadership positions in school. Findings showed that game leadership behavior was positively correlated with real-life leadership and emerged as a predictor of real-life leadership, together with prosocial behavior and social game motivation.

Preparation and Attitudes of Kansas High School Head Coaches

1989 ◽  
Vol 8 (4) ◽  
pp. 329-341 ◽  
Author(s):  
Richard H. Cox ◽  
Larry Noble
Keyword(s):  
High School ◽  
Head Coaches ◽  
High School Coaches ◽  
Belief Statement ◽  
School Head ◽  
Formally Trained ◽  
Competency Area ◽  
Sampling Procedures ◽  
Coaching Competencies ◽  
First Time

The purpose of this investigation was to determine the level of preparation of high school head coaches in the state of Kansas and to study the relationship between level of preparation and coaches’ strong beliefs regarding the importance of coaching competencies. Through random sampling procedures, a total of 1,178 high school coaches received a first time mailing of a questionnaire. The return rate after two mailings was 91%. Of the 1,070 head coaches who responded to the survey, 62.5% had either majored or minored in physical education. The correlation between the number of coaching courses taken and the sum of strong belief statement scores was a low but significant .35. ANOVA and MANOVA procedures revealed that coaches who were not formally trained in each competency area exhibited diminished appreciation for the importance of that respective competency.

scholarly journals The Relationship Between Leadership Style of The Head of Agency and The Employees’ Performance in The Environmental Agency of Biak Numfor Regency

Jurnal Office ◽  
2020 ◽  
Vol 5 (2) ◽  
pp. 85
Author(s):  
Fatmawada S
Keyword(s):  
Leadership Style ◽  
Leadership Behavior ◽  
Descriptive Analysis ◽  
Service Agency ◽  
Ex Post ◽  
Ex Post Facto ◽  
Sample Test ◽  
Kolmogorov Smirnov ◽  
The Relationship ◽  
Environmental Agency

This study aims to determine and explain the relationship between the leadership style of the head of the environmental agency with the employees’ performance. This study uses a quantitative survey approach that is ex-post facto and principal on phenomena or events that have occurred and are still ongoing until the study is conducted, using descriptive statistical data analysis techniques, inferential descriptive analysis, and testing requirements analysis including normative data tests conducted by using the SPSS program with the Kolmogorov Smirnov One Sample test. The results of this study stated that the relationship between leadership style or leadership behavior of the head of service to the performance of employees in the Environmental Service Agency of Biak Numfor regency is not so large, only about 10 percent, which meant that the employee's performance was more determined by other variables not included in this study.

scholarly journals Leadership Behavior and Employees Job Satisfaction: Working for Organizational Success

2021 ◽  
Vol 58 (2) ◽  
pp. 1092-1103
Author(s):  
Shoukat Ali Mahar Et al.
Keyword(s):  
Job Satisfaction ◽  
Leadership Style ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Pearson Correlation ◽  
Work Productivity ◽  
Organizational Success ◽  
Supportive Leadership ◽  
The Relationship ◽  
Positive Effect

Purpose: This study was designed to understand the relationship between leadership behaviors and employees job satisfaction at microfinance banks. It also shows how and to what extent these leadership styles affect job satisfaction. Design: The questionnaire was used to collect data from 290 employees of the Microfinance Bank. The convenient sampling was used to gather data. The literature indicates that there is a correlation among all proposed variables. Researcher applied regression and Pearson correlation to get the results. Findings: The results show that participative behavior and supportive leadership behaviors have significant and positive effect on employees’ job satisfaction in Micro Finance Institutions of Khairpur.  Value: no doubt this study found that participative behavior has significant relationship with employees’ job satisfaction and in increase the work productivity, it develops the sense of equivalence in work, it also encourages the essence of employees’ role in decision making, in this regard employees like to help organisation in organizational success Practical implications: Results of this Research mean that participatory leaders can participate in role modeling by providing employees with interesting workplace activities to increase job satisfaction. Recommendation: The population used for the survey was limited to 14 branches of MFBs in the Khairpur area.. Therefore, this study can be extended to a variety of other commercial and noncommercial organizations. This helps researchers to fully understand leadership style and its impact on job satisfaction. Limitation: This study is limited to certain MFBs of Khairpur district.

Visionary leadership and its relationship to organizational effectiveness

2014 ◽  
Vol 35 (6) ◽  
pp. 566-583 ◽  
Author(s):  
Colette M. Taylor ◽  
Casey J. Cornelius ◽  
Kate Colvin
Keyword(s):  
Nonprofit Organizations ◽  
Organizational Effectiveness ◽  
Leadership Style ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Leadership Skills ◽  
Visionary Leadership ◽  
Content Type ◽  
Factors Affecting ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations. Leaders with high levels of transformational leadership were predicted to be reported as having more effective organizations. Design/methodology/approach – Data from 135 executive organizational leaders and 221 of their subordinates were collected from 52 various nonprofit organizations across USA. Leaders completed measures of leadership behavior and perceived organizational effectiveness, while followers provided ratings of their perspective leaders’ leadership style, organizational effectiveness, and organizational change magnitude. Findings – Significant relationships were found between visionary leadership and perceived organizational effectiveness. Regression analysis also showed some significant correlations between high leadership behaviors and perceived organizational effectiveness. Visionary leaders with high leadership skills facilitated the greatest perceived organizational effectiveness in their respective organizations. Practical implications – Leaders wishing to improve their organization's effectiveness may wish to adopt a visionary leadership style. Visionary leaders develop practices through executive training and development that would hone their skills to significantly impact organizational effectiveness. Originality/value – This paper contributes to the existing literature focussed on the relationship between leadership styles and organizational effectiveness. Different aspects of these variables were tested in order to provide a wider and more comprehensive understanding of the factors affecting nonprofit organizations and their employees.

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