The impact of leadership on organizational culture : an empirical study on National Collegiate Athletic Association Division III athletic directors /
This research primarily sought to gain insight regarding the impact of perceived leadership on perceived organizational culture at NCAA Division III institutions. To accomplish this purpose, data were collected through a survey instrument sent to 100 NCAA Division III institutions' athletic di...
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| Format: | Thesis Book |
| Language: | English |
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[Place of publication not identified] :
[publisher not identified] ;
2002.
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| Online Access: | http://proxy.library.tamu.edu/login?url=http://proquest.umi.com/pqdweb?did=726444491&sid=1&Fmt=2&clientId=2945&RQT=309&VName=PQD |
| Summary: | This research primarily sought to gain insight regarding the impact of perceived leadership on perceived organizational culture at NCAA Division III institutions. To accomplish this purpose, data were collected through a survey instrument sent to 100 NCAA Division III institutions' athletic directors and eight coaches. The overall response rate was 45%, which included 62 athletic directors and 341 coaches. The sample selected for this study, however, needed to consist of an athletic director and two coaches from the same institution. Fifty-four athletic departments met this criterion. The instrument measured perceptions of athletic director leadership behaviors through the Leadership Practices Inventory (LPI), developed by Posner and Kouzes (1988), that was given to athletic directors and coaches. Organizational culture was measured by the OCTAPACE Profile (Pareek, 1994), which measures ethos and was only given to the coaches. Multiple regression analysis revealed leadership as a significant predictor of ethos, explaining 52.1% of the variance. A secondary purpose of this study was to investigate the relationship between leadership behaviors and ethos at NCAA Division III institutions. To accomplish this purpose, the data were analyzed by using multiple regression with the different subcategories of the LPI (Challenging the Process, Inspiring a Shared Vision, Enabling Others to Act, Modeling the Way, and Encouraging the Heart) and the OCTAPACE Profile (Openness, Confrontation, Trust, Authenticity, Proaction, Autonomy, Collaboration, and Experimentation). The five LPI subcategories together significantly predicted all of the OCTAPACE subcategories. Inspiring a Shared Vision had a significant negative relationship with Authenticity, indicating that coaching staffs may have difficulty obtaining a shared vision with the athletic director regarding the athletic department. Modeling the Way surfaced as having strong relationships with three OCTAPACE subcategories, Proaction, Authenticity, and Trust. This could be an indication of how important setting a good example or being a good role model is for athletic directors. Future research could focus on leadership development within the athletic departments. It would be prudent for NCAA Division III athletic directors to analyze their leadership behaviors regarding their athletic departments to see if personal improvements could be made for the enhancement of the institution. |
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| Item Description: | Vita. "Major Subject: Physical Education". |
| Physical Description: | xii, 144 leaves : illustrations ; 28 cm. Issued also on microfiche from University Microfilm Inc. |
| Bibliography: | Includes bibliographical references (leaves 107-115). |