This research was supported by grants from the Principal Discretionary Fund at the Royal Military College of Canada to Danielle Charbonneau and from the School of Business at Queen's University to Julian Barling. The authors express their appreciation to Catherine Loughlin for constructive comments on an earlier version of this manuscript and to two anonymous reviewers for their thought-provoking comments.
Transformational Leadership and Sports Performance: The Mediating Role of Intrinsic Motivation1
Article first published online: 31 JUL 2006
Journal of Applied Social Psychology
Volume 31, Issue 7, pages 1521–1534, July 2001
How to Cite
Charbonneau, D., Barling, J. and Kelloway, E. K. (2001), Transformational Leadership and Sports Performance: The Mediating Role of Intrinsic Motivation. Journal of Applied Social Psychology, 31: 1521–1534. doi: 10.1111/j.1559-1816.2001.tb02686.x
- Issue published online: 31 JUL 2006
- Article first published online: 31 JUL 2006
We developed and tested a model in which transformational leadership affects sports performance indirectly, through the mediating effects of intrinsic motivation. During the season, 168 university athletes provided data on their perceptions of their coach's transformational leadership and their own intrinsic motivation. At the end of the season, their coaches assessed the performance of the athletes. Using LISREL VIII, three models were estimated following the sequence of mediator tests outlined by Kelloway (1996, 1998). The proposed model received considerable support. The results isolate intrinsic motivation as a mediator of the relationship between transformational leadership and sports performance, suggesting that transformational leadership may enhance intrinsic interest in the task.