Original Research

Transformational leadership and organisational effectiveness in the administration of cricket in South Africa

A. M. Ristow, T. L. Amos, G. E. Staude
South African Journal of Business Management | Vol 30, No 1 | a749 | DOI: https://doi.org/10.4102/sajbm.v30i1.749 | © 2018 A. M. Ristow, T. L. Amos, G. E. Staude | This work is licensed under CC Attribution 4.0
Submitted: 12 October 2018 | Published: 31 March 1999

About the author(s)

A. M. Ristow, Department of Management, Rhodes University, South Africa
T. L. Amos, Department of Management, Rhodes University, South Africa
G. E. Staude, Department of Management, Rhodes University, South Africa

Full Text:

PDF (857KB)

Share this article

Bookmark and Share

Abstract

After years of isolation from the international sporting arena, South African sports teams have recently achieved much success. This article is concerned specifically with managing for organisational effectiveness in South African cricket. According to the theory of transformational leadership, there should be a positive relationship between this style of leadership and organisational effectiveness. The Multifactor Leadership Questionnaire was used to collect information about leadership while data for organisational effectiveness, the dependent variable, was collected using the Effectiveness Survey for Cricket Administration. Most of the results regarding the relationship of the transformational leadership factors and organisational effectiveness were significant. On the other hand, most of the results regarding the relationship of the transactional leadership factors and organisational effectiveness were not significant. The overall results provide general support of Bass' (1990) argument of the universal application of the transformational leadership theory.

Keywords

No related keywords in the metadata.

Metrics

Total abstract views: 428
Total article views: 359


Crossref Citations

No related citations found.