The relationship between sports manager behaviour and locus of control: An application on students of faculties of sport sciences

The aim of this study is to determine the relationship between the locus of control and the sports manager behavior levels of the students studying in the department of sports management of the faculty of sport sciences. The study was conducted by the correlational survey method, one of the quantitative research designs. Population of the study consists of students studying in the 1st, 2nd, 3rd, and 4th grades in the departments of sports management of the faculties of sport sciences from various state and private universities. The sample of the study conducted using the nonprobability sampling method consists of 718 sports management students (male = 452, female = 266). In the study, data were collected with the sports manager behavior scale and the internal-external locus of control scale. Data were analyzed by means of analysis of normality, t-test, one-way Anova test and multiple regression tests. The study found a significant difference between students' gender, grade levels, university type and sports manager behaviors. There was no significant effect of internal-external locus of control levels on sports manager behaviors. In conclusion, it was found that the students' sport manager behavior and internal-external locus of control levels were quite high, and female students have higher sports manager behavior levels compared to male students, and the higher the level of grade, the higher the levels of sports manager behavior.

The interaction between supportive and unsupportive manager behaviors on employee work attitudes

Purpose The purpose of this paper is to use social exchange theory (SET) to examine a model where supportive and unsupportive manager behaviors (SMB and UMB) interact to predict employees’ engagement, job satisfaction and turnover intention. Design/methodology/approach A cross-sectional online survey collected data from 252 UK-based employees of a global data management company. Findings Factor analysis confirmed manager behaviors to consist of two constructs: supportive and unsupportive behaviors. Structural equation modeling indicated SMB predicted job satisfaction and turnover intentions, but not engagement. Job satisfaction, but not engagement, mediated the SMB-turnover intention relationship. UMB only predicted job dissatisfaction. Neither job satisfaction nor engagement mediated the UMB-turnover intention relationship. UMB undermined the positive relationship between SMB and turnover intention. Practical implications The behaviors assessed can be integrated into various stages of a manager’s development process to serve as guidelines of good practice. Crucially, findings suggest managers can exhibit both supportive and unsupportive behaviors, and that consistency in behaviors is important. The study also provides evidence that supportive managers can help reduce turnover intention through job satisfaction. Originality/value SET was used as a framework for SMB, UMB and engagement. To the authors’ knowledge this is the first study to examine the interaction between SMB and UMB.