Transformational Leadership Behaviours of Athletic Directors and Their Effects on Coaches' Job Satisfaction

Abstract

This study examined the relationship between transformational leadership behaviours of athletics directors and job satisfaction of coaches at NCAA Division I and III institutions in the United States. In addition, this study also examined whether there are differences between Division I and III institutions with respect to the levels of transformational leadership behaviours of athletics directors and coaches' job satisfaction. Data for this study were collected from 618 coaches. The Transformational Leadership Behaviour Inventory developed by Podsakoff, MacKenzie, Moorman & Fetter (1990) was used to measure coaches' perception of the transformational leadership behaviours of their athletics directors. The job satisfaction of coaches was measured by using the Minnesota Satisfaction Questionnaire (Weiss, Dawis, England & Lofquist 1967). Data were analyzed by using discriminant analysis and logistic regression. It was discovered that Division I coaches evaluated their superiors higher in terms of transformational leadership behaviours than their counterparts in Division III. Division I coaches also reported a higher level ofjob satisfaction than coaches from Division III. The results also revealed that there was a significant relationship between transformational leadership behaviours of athletics directors and coaches' job satisfaction at both NCAA Division I and Division III institutions.