Adolescent Athletes’ Perceptions of Both Their Coachs’ Leadership and Their Personal Motivation

2021 ◽  
Vol 128 (2) ◽  
pp. 813-830
Author(s):  
Cristina López de Subijana ◽  
Luc J. Martin ◽  
Obdulia Tejón ◽  
Jean Côté
Keyword(s):  
Transformational Leadership ◽  
Leadership Behaviors ◽  
Full Range ◽  
Age Group ◽  
Adolescent Athletes ◽  
Individual Motivation ◽  
Youth Athletes ◽  
Interpersonal Behaviors ◽  
Full Range Leadership ◽  
Personal Motivation

Previous studies, framed within the full range leadership approach, have described how the coach’s interpersonal behaviors affected athletic outcomes. However researchers have yet to explore how specific leadership behaviors (transformational vs transactional), as perceived by athletes, may affect athletes’ motivation. The aim of this study was to further examine the link between coaches’ leadership behaviors and athletes’ motivation among high achieving adolescent athletes. Two-hundred and twenty-three elite youth athletes ( M = 15.4 years; SD = 1.6; 53.4% male and 46.6% female) responded to questionnaires pertaining to their coaches’ leadership and their individual motivation levels. We found a direct and linear relationship between transformational leadership and intrinsic motivation, and between transactional leadership and external regulation. None of the moderators we studied (age, gender, age group category, and sport skill level) moderated relations between coaches’ leadership and personal motivation. This research re-emphasized the important interpersonal role that coaches play in athletes’ sport development. We recommend that coaches include more interpersonally focused educational programs that emphasize transformational leadership.

Effectiveness of full range leadership development among middle managers

2015 ◽  
Vol 34 (9) ◽  
pp. 1161-1180 ◽  
Author(s):  
Teerapun Chaimongkonrojna ◽  
Peter Steane
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Effective Leadership ◽  
Middle Managers ◽  
Leadership Behaviors ◽  
Full Range ◽  
Development Program ◽  
Content Type ◽  
Full Range Leadership ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach – In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers. Findings – The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support. Research limitations/implications – The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments. Originality/value – The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

Leadership in an interorganizational collaboration: A qualitative study of a statewide interagency taskforce

2018 ◽  
Vol 72 (2) ◽  
pp. 397-419 ◽  
Author(s):  
Michael W Kramer ◽  
Eric Anthony Day ◽  
Christopher Nguyen ◽  
Carrisa S Hoelscher ◽  
Olivia D Cooper
Keyword(s):  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Full Range ◽  
Health And Safety ◽  
Strategic Plan ◽  
The United States ◽  
Leadership Theories ◽  
Full Range Leadership ◽  
Interorganizational Collaborations ◽  
Over Time

The increased reliance on interorganizational collaborations (ICs) has created new challenges for leaders. They must attempt to apply leadership theories and behaviors developed primarily for leading within one organization or group to leading collaborations of multiple organizations and stakeholders. To provide insight into this issue, this study examines leadership behavior in an IC developing a strategic plan to promote changes to address public health and safety concerns related to substance abuse. Combining observations and interviews, we followed a statewide interagency taskforce in a southwestern state of the United States from its inception through completion of its strategic plan within a 10-month deadline. Findings show different leadership behaviors were integrated and evolved over time to strike a balance between decision-making effectiveness and efficiency. In particular, the findings support recent research on examining leadership behavior holistically to develop a ‘fuller full-range’ leadership perspective (Antonakis and House, 2014), especially in terms of how collectivistic and instrumental leadership should complement transformational leadership, and by demonstrating that the combinations of leadership change over time and occur at multiple levels. These findings provide guidance for future practice and research on ICs promoting change.

Intercultural Communication and Sustainable Leadership

2014 ◽  
pp. 700-716
Author(s):  
Nelly Kostoulas-Makrakis
Keyword(s):  
Transformational Leadership ◽  
Intercultural Communication ◽  
Leadership Practices ◽  
Full Range ◽  
Sustainable Leadership ◽  
Intercultural Communication Competence ◽  
Full Range Leadership ◽  
Sustainability Leadership ◽  
Social Environmental ◽  
Sustainability Challenges

The environmental, economic, and social crises we are increasingly confronted with locally and globally, including climate change, ozone depletion, biodiversity loss, and also economic and social issues, such as poverty, social inequalities, violation of human rights, gender inequalities, loss of indigenous knowledge, etc. call for changes in the ways we think, work, and act. In this context, a course dealing with intercultural communication and sustainable leadership that is part of a M.Sc. programme on ICT in Education for Sustainable Development has been developed and is studied in this chapter. The course puts emphasis on the most urgent and critical social, environmental, and economic challenges facing the world and explores how leaders from education, business, government and civil society are responding to global/local sustainability challenges. In particular, it elaborates on the nature of sustainability leadership and how it can contribute to transformational change. It does this by locating sustainability within the leadership literature and presenting a model of sustainability leadership that integrates three complementary types of leadership, namely: distributed; entrepreneurial and transformational. The course also examines the importance of sustainable leadership practices within organisations (e.g. schools, business, NGOs, public) and assess the potential benefits if institutions are more actively engaged in sustainable leadership practices. It explores how intercultural communication can contribute to positive change for sustainability and discusses that new theoretical frameworks are needed to better understand effective transformational leadership. It also elaborates how cultural orientations and intercultural communication competence affect the full range leadership framework and transformational leadership dimensions. This course is delivered through a Virtual Learning Management System (VLMS) based on Moodle open LMS.

Leadership and innovation capability development in strategic alliances

2014 ◽  
Vol 35 (5) ◽  
pp. 442-469 ◽  
Author(s):  
Jochen Schweitzer
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Strategic Alliances ◽  
Dynamic Capabilities ◽  
Leadership Behaviors ◽  
Full Range ◽  
Capability Development ◽  
Measurement Scales ◽  
Content Type ◽  
Operational Capabilities

Purpose – The purpose of this paper is to examine whether heterogeneity in alliance capability development can be attributed to the use of certain intra-firm leadership behaviors. The author suggests that transformational leadership behaviors have a stronger influence on the development of innovation (dynamic) capabilities of a strategic alliance than on the development of operational (substantive) capabilities, and that transactional leadership behaviors mainly preserve operational capabilities. Design/methodology/approach – The author used in-depth expert interviews and a questionnaire survey comprising 369 strategic business alliances to develop and test the theoretical framework. Findings – The data confirm the positive relationship between transformational leadership and the development of innovation and operational capabilities. Yet, transactional leadership behaviors are not only associated with operational capability development, but notably contribute to the development of innovation capabilities. Research limitations/implications – While the study focusses on leadership, there are many more factors that impact on the strategic ability of alliances to deliver innovation outcomes. Other limitations are the multiple levels of analysis in the theoretical model, newly developed measurement scales and that responses for the empirical study only come from one partner of the alliance. Practical implications – The study suggests advantages of exercising the full range of leadership behaviors when seeking innovation alliance outcomes. Originality/value – This research contributes to the strategic management, innovation, leadership, and alliances literature by providing new and empirical validation of the effectiveness of particular leadership behaviors in collaborative settings.

Leadership styles and organizational commitment: literature review

2016 ◽  
Vol 35 (2) ◽  
pp. 190-216 ◽  
Author(s):  
Rusliza Yahaya ◽  
Fawzy Ebrahim
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Literature Review ◽  
Full Range ◽  
Content Type ◽  
Full Range Leadership Model ◽  
Extra Effort ◽  
Full Range Leadership ◽  
Laissez Faire ◽  
The Impact

Purpose – The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment. Design/methodology/approach – This is a systematic literature review. Findings – This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment. Originality/value – Described in this paper are the various definitions of organizational commitment and the three-component model of commitment. This paper also described the antecedents and outcomes of organizational commitment obtained from previous researches. This paper concluded with a discussion on the impact of transformational leadership on employee organizational commitment.

scholarly journals The Ethical Dimension in Transformational Leadership

2008 ◽  
Vol 3 (3) ◽  
Author(s):  
Anona Armstrong ◽  
Nuttawuth Muenjohn
Keyword(s):  
Transformational Leadership ◽  
Management Practices ◽  
Empirical Studies ◽  
Full Range ◽  
Empirical Support ◽  
Ethical Behaviour ◽  
Leadership Model ◽  
Full Range Leadership Model ◽  
Full Range Leadership ◽  
Leadership Behaviour

Few empirical studies have been done that directly address the underlying values that drive leadership or distinguish its ethical dimensions. As a result the development of a theory about how values and ethics affect transformational leadership lacks empirical support. This has important implications for the study of transformational leadership. The purpose of this study was to establish a range of values and implied approaches to ethics that are associated with transformational styles of leadership, to use an inductive approach to determine the values and ethical approaches associated with transformational leadership, and to determine whether such a style is always right in itself. The study used interview data from senior executives to address the questions: What kinds of values do people associate with the dimensions of transformational leadership? Are these values related to ethical conduct and positive outcomes for followers and organisations? What are the values that drive transformational leadership behaviour? Is there an ethical or moral dimension to it? Do these represent ethical or immoral dimensions in the “Full range leadership model? The results of this study suggest that leaders’ values are more important in driving ethical behaviour among leaders, than the operationalisation of the management practices suggested by transformational leadership theory.

The relationship between transformational leadership, perceived leader effectiveness and teachers’ job satisfaction

2014 ◽  
Vol 52 (4) ◽  
pp. 509-528 ◽  
Author(s):  
Maria Eliophotou Menon
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Behaviors ◽  
Full Range ◽  
Leader Effectiveness ◽  
Content Type ◽  
Teachers Perceptions ◽  
Full Range Model ◽  
Passive Avoidant ◽  
Overall Job Satisfaction

Purpose – The purpose of this paper is to investigate the link between transformational/transactional/passive-avoidant leadership behaviors, teachers’ perceptions of leader effectiveness and teachers’ job satisfaction. In this context, the paper also examines the conceptual model underlying the scales of the most widely used instrument in research on transformational leadership, the Multifactor Leadership Questionnaire (MLQ). The theoretical framework for this investigation is that of the full range model of leadership. Design/methodology/approach – An adapted version of the MLQ was administered to a sample of 438 secondary school teachers in the Republic of Cyprus. Confirmatory factor analysis and structural equation modeling were used in the analysis of the data. Findings – The results provide support for a three-factor structure model consisting of transformational, transactional and passive-avoidant forms of leadership, representing three distinct components of leadership behavior. Teachers’ perceptions of leader effectiveness and teachers’ overall job satisfaction were found to be significantly linked to the leadership behaviors included in the full range model of leadership. Research limitations/implications – The findings are cross-sectional and based on the subjective perceptions of teachers. The analysis of the data suggests that transformational leadership may not be a sufficient condition for (perceived) headteacher effectiveness. Originality/value – The link between transformational leadership, perceived leader effectiveness and teachers’ overall job satisfaction has not been investigated in many studies. The present study attempts to address this gap.

A Transformational Coaching Workshop for Changing Youth Sport Coaches’ Behaviors: A Pilot Intervention Study

2019 ◽  
Vol 33 (4) ◽  
pp. 304-312 ◽  
Author(s):  
Sarah Lawrason ◽  
Jennifer Turnnidge ◽  
Luc J. Martin ◽  
Jean Côté
Keyword(s):  
Comprehensive Evaluation ◽  
Leadership Behaviors ◽  
Full Range ◽  
Assessment System ◽  
Future Research ◽  
Systematic Observation ◽  
Interpersonal Behaviors ◽  
Transformational Coaching ◽  
Soccer Teams ◽  
The Impact

To maximize the effectiveness of coach development, educational programs should target coaches’ interpersonal behaviors, be informed by behavior-change techniques, and incorporate comprehensive evaluation procedures. Thus, informed by the full-range leadership model (see Bass and Riggio in 2006) and the Behaviour Change Wheel (see Michie et al. in 2011), Turnnidge and Côté in 2017 developed the Transformational Coaching Workshop (TCW). The purpose of this study was to evaluate the TCW’s effectiveness through observation before and after coaches’ workshop participation. Participants included 8 male head coaches of youth soccer teams. Systematic observation and coding using the Coach Leadership Assessment System were employed pre- and postworkshop to examine coaches’ leadership behaviors. Coaches made improvements in the types of leadership behaviors used and how they were conveyed. This study demonstrates that systematic observation can be implemented to explore real-world changes in behaviors. Future research should examine the impact of the TCW on athlete outcomes.

Shared or different realities

2019 ◽  
Vol 41 (1) ◽  
pp. 37-51
Author(s):  
Henna Hasson ◽  
Ulrica von Thiele Schwarz ◽  
Susanne Tafvelin
Keyword(s):  
Work Performance ◽  
Polynomial Regression ◽  
Leadership Behaviors ◽  
Full Range ◽  
Well Being ◽  
Learning Climate ◽  
Content Type ◽  
Full Range Leadership ◽  
Leadership Management ◽  
Practical Implications

Purpose The purpose of this paper is to explore the consequences of self–other agreement (SOA) between leaders and subordinates on constructive and passive leadership behaviors for employee well-being, performance and perception of learning climate. Design/methodology/approach Questionnaire ratings of 76 leaders and 211 subordinates in a forest industrial company on full-range leadership and subordinate ratings of well-being, work performance and learning climate have been used in this paper. The data were analyzed using polynomial regression with response surface analysis. Findings SOA on constructive leadership (transformational leadership and contingent reward) was related to subordinates’ perception of a positive learning climate. SOA on passive leadership (management-by-exception passive) reduced subordinates’ performance, while disagreement reduced their well-being. Practical implications It is important to give leaders feedback on their own and their subordinates’ ratings of not only constructive leadership behaviors but also passive behaviors. Originality/value The study demonstrates how SOA on leaders’ constructive and passive leadership behaviors impacts employees’ well-being, performance and work climate.

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