International Teacher Education Conference 2014 1

International Teacher Education Conference 2014
have to use inspirational motivation dimension of transformational leadership style more than the other
dimensions in order to increase sport commitment of the football players.
By engaging in those behaviors, transformational leaders clearly explain their goals and are able to motivate
their followers to get their commitment toward achieving the goals (Bass & Riggio, 2006). In addition, Idealized
influence (Behavior) component of transformational leaders has been reported to be positive in terms of
developing emotional ties with their followers. These emotional ties are formed because followers believe that
their leader has certain positive characteristics such as: perceived power, focus on higher-order values and ideals
(Antonakis, et al., 2003; Bass, 1997). Further, individual consideration dimension of transformational leaders
also can communicate with their followers (Bass & Riggio, 2006). It has been reported that it creates positive
communications between transformational leader and followers’ commitment (Antonakis, et al., 2003), and
consequently, this characteristic of transformational behaviors of coaches can increase players’ commitment.
Therefore, the players are committed to the team’s work.
Comparing the results of this study with those of other studies in the literature reveals that the results are
consistent with the proposition of the transformational theory (Bass, 1985; Avolio, 1999; Bass & Riggio, 2006),
which suggested that the transformational behavior of a leader increases the commitment of his or her followers.
The results demonstrated that transformational leadership style is effective not only in business, industries,
military, and education but also in sport settings. Specifically, the results support the proposition put forward by
Hallajy (2009), which states that transformational coaches can effect and predict the sport commitment of
handball players. Moreover, the effect of transformational behavior as a leadership behavior on sport
commitment in this study is consistent with the result of the Andrew’s (2004) study that showed positive
feedback as a leadership behavior can influence athlete’s sport commitment.
Javdani (2002) also found a positive relationship between transformational leadership style of managers and
teachers’ organizational commitment. The findings of the current research are also consistent with those of
Klinsontorn’s (2007) study which reported that transformational leadership style has a positive effect on
organizational commitment and can increase it. The result of this study is also supported by other studies’
findings (e.g., Doherty, 1997; Amorose & Horn, 2000; Chen & Fahr, 2003; Louise & Robert, 2007). These
scholars stated that transformational leaders try to create incentive, insight and vision, so it would increase
commitment of their followers. Similar to the findings of this research, Barling, Weber & Kelloway (1996)
showed the effects of transformational leadership style on subordinate’s commitment. These similarities among
the findings of this study and those of previous studies might be due to applicability of MLQ in diverse cultures
(Bass & Riggio, 2006).
However, the findings of this study are in contrast with those of Doherty & Danylchuk’s (1996) findings who
studied the transformational and transactional leadership style of coaches of athletic departments of universities
in Ontario. In their report they have indicated that transformational and transactional leadership behavior of
athletic administrators was not related to the commitment of coaches. In addition, Pruijn & Boucher’s (1995)
findings as cited by Yusof (2002b) of Dutch national sport organizations revealed that there is no significant
relationship between transformational leadership behaviors and commitment of subordinates. Moreover, Javdani
(2002) revealed that there is no relationship between transactional leadership style of managers and teachers’
organizational commitment. In addition, on the basis of the path analysis, findings of this study are inconsistent
with those of Andrew et al., (2008) and (Andrew, et al., 2010) who found that path coefficients between the
three dimensions of transformational leadership behaviors charismatic, individualized consideration, and
intellectual stimulation and commitment toward athletic director were positively significant, while only the path
coefficients between intellectual stimulation and individual consideration and commitment toward athletic
department were positively significant. Moreover, Kent & Chelladurai’s (2001) found that only charismatic and
individual consideration two dimensions of transformational leadership style of athlete directors have correlation
with normative organizational commitment. These dimensions have a high influence on the organizational
commitment of members (Bass, 1985).
There are some reasons for the inconsistency between the findings of this study and some of previous studies.
Mujtaba and Sungkhawan (2011) stated that cultural, personal, and professional differences are parts of human
life. These diversity influences individuals’ senses and opinions. Further, Bass & Avolio, (1993) revealed that
transformational organizational culture improves employee organizational commitment. In addition,
transformational behaviors and culture predict and positively influence organizational outcomes such as
commitment and satisfaction (Kathrins, 2007). In addition, Wallace and Weese (1995) found that organizational
culture may have an impact on level of transformational leadership behavior in sport settings. Further, athletic
experience (M. A. Eys, et al., 2003) and other factors such as race and age (Bolikah & Terry 2001) may have
impact on the relationship between transformational leadership and outcome variables.
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