Transactional or Transformational? Leadership Preferences of Division III Athletic Administrators

Abstract

Leadership research within sport management has yielded inconsistent results when examining transactional and transformational leadership. In addition, there has been a paucity of research comparing leadership behaviors between men and women based on leadership style. Therefore, this study examined whether leadership style (transactional, transformational) led to more positive perceptions of organizational outcomes in intercollegiate athletic administration and whether gender of the leader influenced these perceptions of leaders. Ninety-eight Division III athletic directors evaluated either a male or female transactional leader or a male or female transformational leader on extra effort, effectiveness, and satisfaction. Findings indicated transformational leadership was related to more positive organizational outcomes, specifically extra effort and satisfaction. However, gender of the leader did not influence these perceived outcomes.

Male or Female Athletic Director? Exploring Perceptions of Leader Effectiveness and a (Potential) Female Leadership Advantage with Intercollegiate Athletic Directors

“…Unlike Burton and Peachey (2009), there was a strong positive relationship between transformational leadership and leader effectiveness. This relationship was strongest with the charisma and individualized consideration dimensions of transformational leadership.…”

“…In a recent study with Division III athletic directors in the U.S., for instance, Burton and Peachey (2009) found that transformational leadership was positively associated with perceived extra effort and satisfaction with the leader, but not with leader effectiveness. Transformational leadership was also the preferred leadership behavior overall, regardless of whether this style was displayed by a male or female leader.…”

“…Within sport management, however, only a handful of studies have applied this framework; with findings generally demonstrating that transformational leadership has a positive effect on organizational outcomes such as perceived leader effectiveness, job satisfaction, extra effort, altruistic behavior, and affective commitment (Burton and Peachey 2009;Choi et al 2007;Doherty and Danylchuk 1996). In addition, a recent study by Burton and Peachey (2009) with Division III intercollegiate athletic administrators found that transformational leadership was preferred overall. Women may also suffer a disadvantage in leadership as a result of prejudice against female leaders and resistance when women occupy leadership roles (Eagly 2007).…”

The bent of human resource theory on gender equality: examining work conditions for female leaders in U.S. collegiate athletic organizations

“…In support of this immense impact, the Gross Domestic Sports Product (GDSP) in the U.S. was reported at $189.338 billion in 2011 (Milano and Chelladurai, 2011). Although leadership is perceived as having a significant influence on organizational success in the sport industry, gender diversity within its hierarchy is scarce (Burton and Peachey, 2009). As such, the sport industry represents a rich investigative domain for the examination of factors impacting the leadership development of women.…”

Servant Leadership and Its Impact on Ethical Climate

“…Burton and Welty Peachey (2013) suggested investigating if intercollegiate athletic administrators adopting servant leadership behaviors might influence different responses to ethical issues facing the commercialization within intercollegiate athletics. While two studies were found that specifically examined leadership in Division III, including one on the effects of transactional and transformation leadership (Burton & Welty Peachey, 2009) and the other on the impact of leadership style and organizational goals on emotional exhaustion, job stress, and personal accomplishment (Ryska, 2002), NCAA Division I athletics programs get most of the media exposure and are most often studied by sport management scholars (e.g., Burton, Welty Peachey, & Wells, 2017;Gaul, 2015;Gurney, Lopiano, & Zimbalist, 2017). To address the void of information about NCAA Division III institutions, this study examined the relationship between servant leadership and ethical climate in NCAA Division III athletic departments.…”