Date of Award
Business Administration, Management.
CC BY-NC-ND 4.0
The purposes of this study were to determine whether Canadian university Athletic Director's levels of transformational leadership and Athletic Director's levels of transactional leadership differed significantly with regard to the organizational effectiveness of their respective athletic programs; and to determine the relationships of each factor of transformational leadership (attributed charisma, idealized influence, intellectual stimulation, inspirational motivation and individualized consideration) and transactional leadership (contingent reward, passive management-by-exception and active management-by-exception) to the organizational effectiveness of Canadian university athletic departments. Data received from Athletic Directors and employees were investigated together and separately to take into account perceptions of each group. Within the groups, 9 ANOVAs were conducted to address the main hypothesis and eight sub-hypotheses. Profiles of the leadership styles of Athletic Directors were determined based on "self" and "other" ratings. The effects of transactional and transformational leadership on organizational effectiveness were determined and commentary was given with respect to the results. Recommendations were made as to the usefulness of the two styles of leadership in the Canadian university athletic program setting. (Abstract shortened by UMI.)Dept. of Kinesiology. Paper copy at Leddy Library: Theses & Major Papers - Basement, West Bldg. / Call Number: Thesis1996 .L66. Source: Masters Abstracts International, Volume: 34-06, page: 2193. Adviser: Robert Boucher. Thesis (M.H.K.)--University of Windsor (Canada), 1996.
London, Chad LeRon., "Transformational, transactional leadership and organizational effectiveness of Canadian university athletic programs." (1996). Electronic Theses and Dissertations. 4419.