This study explores the perceived organizational support, internal motivation, and work-family conflict of amateur soccer referees of South Korea. The aim is to inform effective strategies for the retention of referees, which is necessary for the sport to function. Past research has addressed perceived organizational support, internal motivation, and work-family conflict, but does not integrate these three domains. We collected data from 260 referees and used structural equation modeling to test hypotheses. The findings of this study are as follows: First, perceived organizational support had a positive effect on internal motivation. Second, internal motivation reduced workfamily conflict. Third, internal motivation fully mediated the relationship between perceived organizational support and work-family conflict. The practical implications for more effective human resource management are discussed in depth and include providing network opportunities for referees, and also constructive feedback from interactions between referees and their coaches.

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We examined the connection between the transformational and authentic leadership of head coaches and team performance, and the mediating role of collective efficacy in this relationship in the context of Korean men's K League. Participants were 106 K League players and we analyzed their data using structural equation modeling. The results show that transformational and authentic leadership of head coaches both had a positive effect on players' collective efficacy, which had a positive effect on team performance. Transformational leadership had a direct effect on team performance, but authentic leadership did not. Further, transformational and authentic leadership both had a positive effect on team performance. Collective efficacy partially mediated the former relationship and fully mediated the latter relationship. Our findings have practical implications for K League coaches seeking to develop their leadership through education and training programs, in that they should provide special care to underperforming players and pair players of different ages and educational backgrounds to increase team performance and collective efficacy.

The current research developed a model to explain team effectiveness in Korean firms and theorized how a leader's vertical transformational leadership and members' shared transformational leadership affect team performance and creativity differentially through the mediating process of dynamic capability (i.e., exploitation and exploration). The hypotheses were: (a) the two forms of leadership affect dynamic capability, but the effect of members' shared transformational leadership is greater than that of the leader's vertical transformational leadership; (b) dynamic capability in the team enhances both team performance and creativity; and (c) dynamic capability mediates the effects of the two forms of leadership on team performance and creativity. Testing the hypotheses with 71 teams and 324 members sampled from Korean firms, the current study provided overall support for the hypotheses. Partially supporting the hypothesis, leaders' transformational leadership positively affected the exploitation, but not the exploration. In contrast, members' shared transformational leadership positively affected both dimensions of dynamic capability. Supporting the second hypothesis, the two dimensions of team dynamic capability positively affected both team performance and creativity. Finally, the results supported all mediating effects of leadership on team performance and creativity, except the mediation effect of leaders' transformational leadership on exploration.

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