Document Type : Research Paper
Authors
1
PhD student of Sports Management, Razi University, Kermanshah, Iran
2
Associate Professor of Sports Management, Razi University, Kermanshah, Iran
3
Professor of Sports Management, Payame Noor University, Tehran, Iran
4
Professor of Sports Management, Urmia University, Urmia, Iran
Abstract
Background and Purpose
Transformational leaders play an essential role in improving the environmental performance of organizations (Robertson, 2018). For this reason, the environmental characteristics of managers are considered important resources in promoting sustainable actions within organizations. Furthermore, transformational leaders can motivate employees, influence their environmental attitudes and behaviors, and prepare employees to create innovative green practices. Indeed, the goal that organizations pursue is to purposefully promote employees' environmental behaviors through leadership development and subsequently implement various environmental management strategies. In this regard, leaders can attract the attention of environmental activists, employees, and policymakers through the extensive and profound influence of sports organizations on the environment. Therefore, this study aimed to design and validate a model of effective factors of environmental transformational leadership in sports.
Methods
The research method employed was an exploratory study. The statistical population in the qualitative section consisted of environmental elites (university professors, managers, and environmental experts of the country) and scientific and executive sports elites of the country (university professors, managers of the Ministry of Sports and Youth, and Sports and Youth Departments). Moreover, the statistical population in the quantitative section comprised managers and employees of the Ministry of Sports and Youth. In the qualitative section, the statistical sample involved 15 interviews, while in the quantitative section, 398 individuals were selected as samples. The data collection tool was a semi-structured interview in the qualitative section and a researcher-made questionnaire in the quantitative section. Face and content validity were confirmed by 15 experts, and reliability was established using Cronbach's alpha method. The reliability of the interviews was obtained through the agreement method between two coders based on Cohen's kappa coefficient, yielding a value of 0.73. The statistical analysis of the study was performed using second-order confirmatory factor analysis and structural equation modeling with PLS software. The results of the qualitative part indicated that the environmental transformational leadership model in sports comprises 16 dimensions and 6 perspectives, including environmental incentives, sense of belonging, environmental culture, psychological empowerment, transformational leadership, and environmental performance. The results of the quantitative part demonstrated that all dimensions of the research model were confirmed.
Results
The findings of the qualitative part, derived from semi-structured interviews, were fully coded. Open and axial coding were utilized to identify indices and items. In the inferential part of the study, the validity of the research variables and items was first determined, followed by analysis through confirmatory factor analysis for each dimension. A total of 83 open codes were identified, which were categorized into 16 dimensions, and selective codes were grouped into six categories: environmental incentives, sense of belonging, environmental culture, psychological empowerment, transformational leadership, and environmental performance. Demographic characteristics of the research sample indicated that out of the total participants, 130 individuals (32.66%) were women and 268 individuals (67.34%) were men. Additionally, 10.30% (41 individuals) held a doctoral degree, 159 individuals (39.95%) held a master's degree, and 198 individuals (49.75%) held a bachelor's degree. The highest work experience range was "5 to 10 years" (39.45%), and the lowest work experience range was "more than 20 years" (8.29%). The results of the factor loading analysis of questionnaire items showed that all 71 coefficients of item factor loadings were greater than 0.4, indicating the suitability of this criterion. Considering the t-significant coefficients of questions, which were all above 1.96, no items required removal. The average variance extracted coefficients for the questionnaire components exceeded 0.5, confirming appropriate convergent validity of the research model. The divergent validity of the research model was examined using the Fornell and Larcker (1999) method. Thus, it could be stated that the variables in the present research model exhibit stronger interaction with their respective items than with other variables. In other words, the divergent validity of the model was deemed appropriate. The path coefficients between transformational leadership and environmental incentive components, environmental culture, and psychological empowerment were 0.719, 0.336, and 0.800, respectively; between ecological and environmental incentives and the components of sense of belonging, environmental culture, and psychological empowerment were 0.320, 0.429, and 0.630, respectively; between psychological empowerment and components related to sense of belonging, environmental culture, and environmental performance were 0.300, 0.176, and 0.598, respectively; and between environmental culture and the components of sense of belonging and environmental performance, as well as between sense of belonging and environmental performance, were 0.600, 0.148, and 0.179, respectively. Regarding the index values in the model fitting assessment, the measurement model demonstrated proper fitness.
Conclusion
Environmental management by managers in sports holds particular importance not only for adapting to preventive strategies but also for transforming managerial activities and thinking to leverage opportunities and green innovations within the organization. Therefore, to overcome environmental challenges and problems and promote sustainable development in sports, it is essential to establish unified and integrated management through transformational leaders. Consequently, the widespread and profound influence of sports organizations on the environment can attract increased attention from environmental activists, employees, and policymakers, thereby enabling sports organizations to actively engage in environmental sustainability efforts. Hence, it is suggested that transformational leaders serve as a reference for other organizations striving toward green development by creating and implementing a consistent green guiding strategy.
Keywords: Incentive, Biological Performance, Culture, Empowerment, Transformational Leadership.
Article Message
Transformational leaders provide a reference for other organizations to move towards green development by creating and developing a consistent green guiding strategy.
Ethical Considerations
In the present study, all ethical standards were observed, including accuracy of information, proper referencing, confidentiality of participant information, and voluntary participation in the research.
Authors' Contributions
Conceptualization: Abolfazl Farahani
Data Collection: Leila Soltanian
Data Analysis: Leila Soltanian
Manuscript Writing: Leila Soltanian
Review and Editing: Abolfazl Farahani
Responsible for Funding: Keivan Shabani Moghaddam
Literature Review: Mirhasan Seyyed Ameri
Project Manager: Keivan Shabani Moghaddam
Conflict of Interest
There is no conflict of interest in this study.
Acknowledgments
All the individuals who participated in the present study are appreciated and thanked
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