1887

n IFE PsychologIA : An International Journal - Influence of transactional leadership style on administrative effectiveness in sports organisations in Ghana

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Abstract

Leadership style is an important issue in present day organisations with the impact on function as evidence of performance. Leadership research within sport management has yielded inconsistent results when examining transactional leadership styles. Yet, studies have examined leadership styles on administrative effectiveness; however, research has not been well substantiated in sports organisations. The study investigates influence of transactional leadership style on administrative effectiveness in sports organisations. Descriptive survey research design was employed. One thousand six hundred and twenty-two respondents (1, 622) (Male = 1217 & Female = 406) were sampled using Stratified and purposive sampling techniques. Two instruments: Transactional Leadership Questionnaire (α = 0.89) and Administrative Effectiveness Questionnaire (α = 0.87) was used for data collection. One research questions and two hypotheses were tested. Multiple regression was used to analysed data at 0.05 level of significance. There was a significant joint influence of transactional leadership styles on administrative effectiveness effects (F = 43.741, P < .01) with 9.8% of variance. The relative contribution shows significant influence of the independent variables on the dependent variable, expressed as beta (β) weights: Management-by-exception (passive) (β = .189, P<.01); Contingent Reward (β = .145, P<.01); Management-by-exception (active) (β = .137, P<.01) and Laissez-Faire style (β = .082, P<.01) respectively. It is believed that the impact of transactional leadership style through management-by-exception (passive) is more effective despite various capacities to articulate the differences. It is recommended that sports organisation should adapt diverse style on flexibility, responsibility, clarity and commitment based on organisational climate.

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/content/ifepsyc/23/2/EJC183852
2015-01-01
2016-12-05
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