A STUDY ON RELATION BETWEEN LEADERSHIP STYLE OF NATIONAL SPORT ORGANIZATIONS AND ITS EFFECT

• Main Authors: YA-CHENG YEH, 葉雅正
• Other Authors: CHIH-MAN CHANG Ph D
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/98557324824061512848

碩士 === 臺北巿立體育學院 === 運動科學研究所 === 91 === A STUDY ON RELATION BETWEEN LEADERSHIP STYLE OF NATIONAL SPORT ORGANIZATIONS AND ITS EFFECT June 2003 YA-CHENG YEH DR. CHIH-MAN CHANG ABSTRACT The study aims to explore the leadership style of leaders (secretaries general) of national sport organizations and its effect. It is expected that the findings will help the secretaries general of national sport organizations to be aware of the significance and importance of “leadership style” and “leadership effect” in order to improve the leadership effect. The research is mainly conducted through a survey with 127 respondents who are full-time employees at level under deputy secretaries general (inclusive) in 37 sports. According to the data of survey, an analysis is conducted with statistical methodology in average, standard deviation, Pierson product-moment correlation, T-test, one-way analysis of variance and stepwise regression, which come to conclusions: 1. There are 37 secretaries general, of which 33 are men and 4 are women, classified by age, education and seniority as follows: (1) in age wise, 3 out of them are under 40 years old, 16 are at age from 41 to 50 years old, while 14 represent the age group at 51 to 60 years old, and 4 are more than 61 years old; (2) in respect of education, 1 is at senior high/vocational school level, and 28 are at university/college level, while 8 have Master’s degrees; (3) in light of seniority in service, 12 are with seniority of 0 to 2 years and 10 have seniority from 3 to 4 years, while 12 are with seniority of 5 to 8 years and 3 are more than 9 years in the post. 2. In terms of leadership style, the majority of incumbent secretaries general demonstrate a style of “transforming leadership”, followed by “bargain leadership” style, while the lower level falls in “non-bargain leadership” style. 3. With regard to representation of “leadership effect” shown by the incumbent secretaries general, the “leadership satisfaction” prevails, and the “work satisfaction” follows, entailed with the “satisfaction of business goal”. 4. The presentation of “leadership style” and “leadership effect” varies distinctly due to background variation. 5. In respect of link with leadership style at all levels and leadership effect alongside negative correlation of “spoiled management”, the remaining parts demonstrate correlation, of which “intellectual inspiration” and “leadership effect” closely and clearly correlate, while the correlation between “expedient rewards” and “leadership effect” is poor. 6. Forecast in all aspects regarding “leadership style” with “leadership effect” attain a distinct level in “intellectual inspiration”, “motivation”, “individual concern” and “spoiled management”. In this context, the “intellectual inspiration” provides greater predictability in “leadership effect” that is considered of significant importance. Key words: community sports, sport organizations, leadership style, leadership effect