Managerial leadership in Canadian NSOs: Values and perceptions of senior staff leaders and their staff members.

Managerial leadership in Canadian NSOs: Values and perceptions of senior staff leaders and their staff members.

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Title: Managerial leadership in Canadian NSOs: Values and perceptions of senior staff leaders and their staff members.
Author: Babiak, Katherine.
Abstract: Leadership is a critical component of organizational effectiveness (Smith, Carson & Alexander, 1984), and often has the potential to impact on the success or failure of an enterprise. This study was designed to examine managerial leadership perceptions and values using an integrated theoretical approach in the context of Canadian National Sport Organizations (NSOs). The framework used, Yukl (1989), encompasses five primary components: leader traits, leader skills, leader behaviours, power bases for leadership, and transformational/charismatic leadership characteristics. Results indicated that there appeared to be a relatively high degree of agreement or harmony between senior staff leaders and staff members as to what "ideal" leadership ought to be in effective sport organizations. Some organizations showed a high degree of congruence between the leader "ideal" and the staff "actual" values, whereas others showed disagreement in responses. The same pattern of results was obtained when comparing "actual" and "ideal" leadership perceptions by staff members. Results also showed that congruence or incongruence in "actual" and "ideal" leadership values was generally consistent among staff members within each organization. This led the researcher to conclude that managerial leadership in these organizations appears to be contextual and organizationally specific. Additional findings were revealed from an analysis of ranking the data. Leader self-confidence, honesty, and willingness to assume responsibility appeared to be important for leader effectiveness. Conceptual and human skills were also ranked highly. The importance of a people-oriented style of leadership was emphasized. Knowledge appeared to be an important source of leader power, and the development and use of a vision appeared to be fundamental for managerial leadership effectiveness in sport organizations. (Abstract shortened by UMI.)
Date: 1995
URI: http://hdl.handle.net/10393/9783

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