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One area of opportunity is research examining various contextual situations and the extent to which these situations influence or can be influenced by transformational leaders. This research could provide insights into how the four constructs of transformational leadership (idealized influence, inspiration, intellectual stimulation, and individualized consideration) collectively or individually might be applied to various contexts and problems in sport organizations. 11 Key Research on Athletic Coaching and Leadership Theoretical context Coaching and leadership Leaders studied Athletic coaches at all levels including international teams Key research Chelladurai and Saleh (1980): Developed the Leadership Scale for Sports identifying five factors of coaching leadership behavior: training and instruction, democratic behavior, autocratic behavior, social support, and positive feedback.

Kent and Chelladurai (2001): Used a case study approach in a large university athletic department to examine transformational leadership and its impact on organizational commitment and citizenship behavior among organizational members. Burton and Peachey (2009), Peachey and Burton (2012): Studied whether transactional or transformational leadership style in Division III athletic administrators led to more positive perceptions of outcomes and whether male or female sex of the leader influenced the perception of those leaders.

The Full Range Leadership Model includes all the categories of leadership behavior just listed and recognizes them in two dimensions: (1) the extent to which the leader is passive or active and (2) the extent to which the leadership approach is ineffective or effective. 3 illustrates the leader behaviors associated with the full range model and the progression of their effectiveness based on the extent to which the leader is active in using the behavior. Elements of Transactional and Transformational Leadership Transactional Leadership Contingent Reward • Provides tangible incentives for performance • Makes clear what can be expected when goals are achieved • Expresses satisfaction when expectations are met Management by Exception (Active) • Actively watches for deviations in or infractions of rules and regulations • Focuses on mistakes and directing attention of followers to correcting these mistakes Management by Exception (Passive) • Waits for things to go wrong before acting • No interference unless or until serious problems could occur without leader’s intervention Transformational Leadership Idealized Attributes • Demonstrates charisma, selflessness, confidence Based on information in Bass and Avolio 1994.

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Contemporary leadership in sport organizations by David Scott


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