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Transformational and transactional leadership and skills approach

Transformational and transactional leadership and skills approach The purpose of this paper is to identify the required leadership styles and skills for stadium management, and examine the relationship between transformational and transactional leadership styles and the skills approach: technical, human and conceptual skills.Design/methodology/approachA quantitative methods approach was used to gather the data, using a sample of 212 registered individuals in stadium settings.FindingsThe results revealed that there are significant relationships between leadership styles and the skills approach: technical, human and conceptual skills. More importantly, leadership styles were found to be equally important even though the effect between these styles and the skills approach: technical, human and conceptual skills, varied in the three levels of management. Further details have been reported in the results.Research limitations/implicationsThe paper provides an insight into the relationship between leadership styles and the required skills, using a quantitative methods approach. While this is an appropriate method, in-depth interviews are needed to understand why/why questions in stadium settings.Practical implicationsManagers should be carefully selected in the three levels of management because unqualified people can have negative consequences on the reputation of a stadium and the hosting of major events. An effective selection program focusing on mid-level managers is essential.Originality/valueThis research represents the first attempt to investigate and understand the relationship between leadership styles and the required skills, using evidence from stadium settings. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Leadership Emerald Publishing

Transformational and transactional leadership and skills approach

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2056-4929
DOI
10.1108/ijpl-06-2018-0029
Publisher site
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Abstract

The purpose of this paper is to identify the required leadership styles and skills for stadium management, and examine the relationship between transformational and transactional leadership styles and the skills approach: technical, human and conceptual skills.Design/methodology/approachA quantitative methods approach was used to gather the data, using a sample of 212 registered individuals in stadium settings.FindingsThe results revealed that there are significant relationships between leadership styles and the skills approach: technical, human and conceptual skills. More importantly, leadership styles were found to be equally important even though the effect between these styles and the skills approach: technical, human and conceptual skills, varied in the three levels of management. Further details have been reported in the results.Research limitations/implicationsThe paper provides an insight into the relationship between leadership styles and the required skills, using a quantitative methods approach. While this is an appropriate method, in-depth interviews are needed to understand why/why questions in stadium settings.Practical implicationsManagers should be carefully selected in the three levels of management because unqualified people can have negative consequences on the reputation of a stadium and the hosting of major events. An effective selection program focusing on mid-level managers is essential.Originality/valueThis research represents the first attempt to investigate and understand the relationship between leadership styles and the required skills, using evidence from stadium settings.

Journal

International Journal of Public Leadership – Emerald Publishing

Published: Oct 19, 2018

Keywords: Management; Leadership; Skills; Stadiums; Transactional style; Transformational style

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