An Investigation of Division I Sport Employees’ Perceptions of Leadership Interactions and Organizational Creativity

Authors
Ali B. Mondt – Idaho State University
Jay Martyn – Metropolitan State University of Denver

Abstract
Organizational success depends on the workplace competencies of their leaders, who can stimulate an organization’s creative performance. Scholars have examined organizational creativity on organizations outside of the sport context. The current study further advanced the theoretical perspectives of workplace creativity by investigating which leadership interactions influence organizational creativity within intercollegiate athletics departments. This study also assessed the impact organizational creativity has on employees’ job engagement. To evaluate these factors, Division I intercollegiate athletics department employees (n=741) were asked to evaluate leadership and employee perceptions of organizational creativity based on their perceptions of their direct supervisor. This study found that transformational leadership has the highest impact on generating organizational creativity. Following transformational leadership was transactional and then leader-member exchange. Perceived organizational creativity by sport employees promoted their engagement within the sport industry. The practical applications of the findings indicate intercollegiate sport administrators’ leadership characteristics can be conducive to higher engagement and improve perceptions of organizational creativity in the workplace. Intercollegiate athletics departments that encourage organizational creativity can create innovative ideas to strengthen the organization’s success. The theoretical contribution of this study communicates the development of organizational creativity to increase intercollegiate athletics departments’ economic and social development.

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