Measurement of Transformational Leadership and its Relationship with Team Cohesion and Performance Level

By N. Callow, Matthew J. Smith, L. Hardy, C. Arthur, J. Hardy. 2009

303 citations recorded by the source corpus.

Subfields: Developmental and Educational Psychology, Orthopedics and Sports Medicine, Social Psychology

View Paper: https://www.semanticscholar.org/paper/6df7e49f83fb1536f71318c028871defa7328032

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Developmental and Educational Psychology

1. R. Arnold
2. D. Fletcher
3. J. Hardy
4. D. Collins
5. L. Oades
6. K. Hodge
7. Matthew J. Smith
8. S. Vella

In Orthopedics and Sports Medicine

1. D. Fletcher
2. D. Collins
3. K. Hodge
4. Mustafa Sarkar
5. Lee Crust

In Social Psychology

1. S. Vella
2. L. Oades
3. T. Crowe
4. R. Arnold
5. D. Fletcher
6. J. Hardy
7. D. Collins
8. Graham Henry

Citations in the corpus

• Applying transformational leadership theory to coaching research in youth sport: A systematic literature review (2016, unknown): “The studies used a variety of interpretations of TFL to guide the research (e.g. Bass, 1998; Callow et al., 2009; Podsakoff, MacKenzie, Moorman, & Fetter, 1990), and these interpretations often informed the measurement instruments that were used in the research.”
• A Case Study of Excellence in Elite Sport: Motivational Climate in a World Champion Team (2014, background): “The focus on personal meaning echoed the satisfaction of psychological needs for autonomy, competence, and relatedness (Deci & Ryan, 2002), as well as core aspects of transformational leadership such as inspirational motivation and high performance expectations (Callow et al., 2009).”
• A Pilot Test of Transformational Leadership Training for Sports Coaches: Impact on the Developmental Experiences of Adolescent Athletes (2013, background): “Further, coach transformational leadership behaviour is associated with other important drivers of positive youth development including intrinsic motivation, positive interpersonal connections and sustained effort towards goal attainment [16-18, 43].”
• The relationship between coach leadership, the coach–athlete relationship, team success, and the positive developmental experiences of adolescent soccer players (2013, unknown): “The degree of a coach’s transformational leadership behaviour has also been shown to predict athlete performance, task and social cohesion, and intrinsic motivation (Charbonneau, Barking, and Kelloway 2001; Callow et al. 2009).”
• Culture Change in Elite Sport Performance Teams: Examining and Advancing Effectiveness in the New Era (2012, methodology): “Importantly, this assumption is grounded in both of these processes’ reported association with cohesion (Bloom, Stevens, & Wickwire, 2003 ; Callow, Smith, Hardy, Arthur & Hardy, 2009 ), arguably the most well-established covariate of high performance teams.”
• A Qualitative Study of Performance Leadership and Management in Elite Sport (2011, background): “Indeed, from a leadership behavior and style perspective, researchers have begun examining transformational leadership in sport and have presented insights into its relationship with team cohesion and performance level (see Callow, Smith, Hardy, Arthur, & Hardy, 2009 ; Charbonneau, Barling, & Kell”
• Transformational Leadership and Well-Being in Sports: The Mediating Role of Need Satisfaction (2014, background): “The findings of our study bring further evidence that transformational leadership is effective not only in enhancing athlete motivation, performance, and team cohesion (Arthur et al., 2011; Charbonneau et al., 2001; Callow et al., 2009; Rowold, 2006), but also at increasing athlete well-being.”
• Transformational leadership and task cohesion in sport: The mediating role of intrateam communication (2013, methodology): “Furthermore, the literature that has adopted a differentiated approach to transformational leadership has generally demonstrated that the separate behaviors differentially predict outcomes (see for example, Arthur et al., 2011; Callow et al., 2009; Hardy et al., 2010; Podsakoff, MacKenzie, & Bommer,”