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The Effect of Transactional and Transformational Leadership Behaviours on Factors Establishing Teams' Cultural Aspects to Prom

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The Effect of Transactional and Transformational Leadership Behaviours on Factors Establishing Teams' Cultural Aspects to Prom DOI 10.26773/smj.211008 ORIGINAL SCIENTIFIC PAPER The Effect of Transactional and Transformational Leadership Behaviours on Factors Establishing Teams’ Cultural Aspects to Promote Organizational Effectiveness Kang-Won You Jeonju University, Department of Sports Coaching, Jeonju, Korea Abstract This study aimed to analyse the relationships between transactional leadership, transformational leadership, and organizational culture in university soccer teams. First, the study focused on the transactional and trans- formational leadership behaviours of soccer coaches in university soccer teams using Multifactor Leadership Questionnaire 5X (MLQ 5X) by Bass and Avolio (1990) as an instrument. Second, the cultural factors of the univer- sity soccer teams were measured using the Organizational Culture Assessment Questionnaire (OCAQ, Sashkin, 2001). Using random cluster sampling, 316 players in university soccer teams participated in the study. The study results showed that both transactional and transformational leadership had a positive effect on organizational team culture, but the effect of transactional leadership behaviour appeared more extensive than transforma- tional leadership behaviour did in the present study. In a Korean context, it remains undeniable that strong transactional leadership behaviours exist, and they exert significant influence on university soccer team culture, but the effect of transformation leadership behaviours was also obvious on team culture. It could be concluded that the combination of transactional and transformational leadership is likely to be a key factor in the successful development of organizational effectiveness. Keywords: transactional leadership, transformational leadership, organizational culture, MLQ 5X, OCAQ, university soccer teams Introduction by the leader drew increased attention (Jung & You, 2020). Needs and purpose of the study Previously, Korean soccer fans’ major interest was in who the As the popularity of soccer grows, interests in it become competent players on the team are and in which region of the more detailed. Fans have come to be concerned about not country the team is based. With the appearance of Hiddink, only what is seen superficially but also what is happening be- soccer fans came to consider the role of a coach in the soccer hind the games, such as personal interest stories about soc- game and realized the entertaining factors that a coach can cer players, game style, game strategies, coaches, and similar. make. In other words, the concept of “leadership” manifest- Since Guus Hiddink, the head coach of South Korea’s na- ed itself in Korean soccer fans’ perception. Leaders can help tional team in the 2002 World Cup, gained huge popularity shape and maintain the desired or ideal organizational cul- nationwide, interest in leadership and team culture fostered ture, according to Weese (1995), and organization culture is Correspondence: K.-W. You Jeonju University, Department of Sports Coaching, 303 Cheonjam-ro, Wansan-gu, Jeollabuk-do, Republic of Korea E-mail: [email protected] Sport Mont 19 (2021) 3: Ahead of print 3 LEADERSHIP BEHAVIOURS ON CULTURAL FACTORS | K.-W. YOU one of the most important factors that may bring success to (Arthur, Wagstaff, & Hardy, 2017) and coaching (Turnnidge the team. This study examines what leadership behaviours of & Côté, 2018). You (2020) demonstrated the leadership a coach predict team culture. Specifically, 1) how the transac- of Park Hangseo coach in the Vietnamese National Soccer tional coach leadership behaviours predict the team culture Team and emphasized that leaders with appropriate leader- and 2) how the transformational coach leadership behaviours ship help overcome difficulties that a sport team faces. This predict the team culture. perspective concerns the management of meaning and em- phasizes culture, and thus more attention to values and emo- Transactional leadership tions. Organizational leaders actively cultivate the symbolic According to Bass (2008), transactional leadership has significance of shared meaning, a common history, a golden been described as an exchange of requests or needs to be satis- age, idiosyncratic leaders, and dramatic results. This is differ- fied between the leader and the followers. This kind of leader ent from that of the transactional approaches, which focuses works to clarify the roles and task requirements of followers on behavioural typologies, coach-athlete relationships, and recognizes the needs and desires of subordinates and make outcomes. Frontiera (2010) also uncovered leadership and it clear that if they work to fulfil their job requirements, then organizational culture transformation in professional sport. those needs and desires will be met. Bass (2008) stated that He understood how leaders in professional sport changed a transactional leader operates within the existing system or culture, and leaders were aware of different elements of or- culture, has a preference for risk avoidance, pays attention to ganizational culture. time constraints and efficiency, and generally prefers process over substance as a means for maintaining control. Methods Participants and data collection Transformational leadership The population of this study was all of the 2600 players of Many scholars contend that leadership cannot be simply 72 university soccer teams in the U-league in Korea. With the explained as the notion of social exchange between leader use of random sampling, a total of 350 questionnaires were and followers. Leadership must address the follower’s sense distributed, of which 332 were collected. Among those col- of self-worth to have the follower truly committed and in- lected, 16 had incomplete answers. After eliminating the 16 volved in the effort at hand (Bass & Riggio, 2006). Burns incomplete questionnaires, 316 questionnaires were retained (1978) is often cited as the source of the concepts of this ap- for the study for subsequent analysis. As there were 32 items proach to leadership theory; he regarded transformational in MLQ and 24 in OCAQ, the sample size of 316 was ade- leadership as a contrast to transactional leadership. Cascio quate to meet the criteria. Therefore, responses of 316 players (1995) noted that as today’s multicultural organizations are from 2600 players of university soccer teams were used in interrelated with each other, transformational leadership is this research. even more necessary. Yukl (2006) reported that leaders with transformational leadership have a clear vision and commu- Instrument nicate it to followers, act confidently and are optimistic, artic- To assess the leadership behaviour and organizational ulate confidence to followers, lead followers by example, use culture, MLQ and OCAQ were chosen for the study. Both symbolic actions to emphasize key values, and take advan- were developed in English originally, so the researcher adapt- tage of the empowerment of followers to achieve the vision. ed Song’s (2002) Korean version to administer appropriately He also stated that transformational leaders communicate a to the Korean university setting for the present study. clear vision of the potential and priority of an organization. The survey instrument used to identify leadership style The vision helps followers see what an organization can ac- is Multifactor Leadership Questionnaire 5X developed by complish, helps followers understand their purpose in the or- Bass and Avolio (1990), and it came to be an industry stan- ganization, and helps guide followers’ actions and decisions. dard in education and the private sector during the 1990s Communicating the vision is not enough; the leader must (Avolio, Bass, & Jung, 1999). It suggests the most validated also convince his followers of its feasibility and gain their and efficient measure of a full range of leadership behaviour agreement. in comparison to the original MLQ in 1985 with 90 items. MLQ 5X consists of 45 items, including the twelve Full Range Leadership and organizational culture Leadership styles, rater, and leader forms. The survey relies Culture is a dynamic phenomenon and influenced by on Likert-scale responses ranging from frequently, if not al- leader behaviour. Leaders are those who help shape the cul- ways (5), fairly often (4), sometimes (3), once in a while (2), ture. Leadership and culture are two sides of the same coin. to not at all (1). Cultural norms define how an organization will define lead- The questions of MLQ 5X measure four components: ership and leaders create and manage culture. Leadership and employees’ perceptions of transformational leadership fac- culture are conceptually intertwined with each other (Schein, tors, transactional leadership factors, laissez-faire leadership 2004). MacIntosh and Doherty (2005) emphasized that orga- factors and outcomes of leadership. Transformational leader- nizational culture is a shared understanding and acceptance ship measures five components: idealized influence (attribut- among staff members of what is valued and expected in an ed), idealized influence (behaviour), inspirational motiva- organization; thus, organizational culture cannot be deter- tion, intellectual stimulation, and individualized consider- mined from above; instead, it is directed. Therefore, cultural ation. Transactional leadership measures three components: understanding is essential for all the organization members, contingent rewards, management by exception (active) and especially for the leaders (Schein, 2004). management by exception (passive). As this
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