To What Extent Does Transformational Leadership Affect Employees? An Exploratory Analysis of a Collegiate Athletic Department

This exploratory study examined the effect of transformational leadership of an athletic director on the employees of an athletic department. While only a few scholars in sport management have explored the link between transformational leadership and work outcomes in general (Choi, Sagas, Park, & Cunningham, 2007; Doherty & Danylchuk, 1996; Kent & Chelladurai, 2001; Weese, 1994), none have examined its differential impact upon various foci of commitment. Given its potential to transform the follower, this study investigated the link between transformational leadership of a Football Bowl Subdivision (formerly known as Division I-A) athletic director and athletic director commitment, in addition to commitment to the organization. Additionally, the relationship between transformational leadership and job satisfaction of athletic department employees was also explored. A sample of 33 athletic department employees at a large Football Bowl Subdivision (FBS) Midwestern university participated in a survey (22.91% response rate). The results of Pearson correlations indicated the three dimensions of the transformational leadership were more strongly correlated with athletic director commitment than commitment to the organization, while job satisfaction was only slightly correlated with transformational leadership. The discussion of findings focuses on whether leadership has a stronger relationship with commitment to the supervisor than commitment to the organization through social exchange relationship based on Reichers’ (1985) multiple commitments perspective.