Transformational leadership and positive development: assessing the cascade effect in university sport

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dc.contributor.authorHawkins, Olivia J.
dc.contributor.authorUniversity of Lethbridge. Faculty of Arts and Science
dc.contributor.supervisorRathwell, Scott
dc.date.accessioned2025-10-10T22:01:50Z
dc.date.available2025-10-10T22:01:50Z
dc.date.issued2025
dc.degree.levelMasters
dc.description.abstractThe Full-Range Leadership Model (FRLM) stipulates that transformational leadership is effective because the behaviours of the leaders cascade down throughout the organization, creating more transformational leaders. However, this phenomenon has yet to be studied within the sport context. The purpose of this study was to examine the influence of the cascade effect on the relationship between coaches’ transformational leadership and university student-athletes’ (SAs) positive development (PD) over time. Using a longitudinal design, 30 athletes (20 female, Mage = 20.47) from various U SPORTS teams completed surveys at three points during their season assessing their coaches' transformational leadership behaviors (DTLI), the transformational qualities of their teammates, and their own PD outcomes (USES). Correlational analyses were used to test whether a) the number of transformational team leaders relates to changes in athletes PD, b) coaches’ TFL behaviours are related to changes in PD, and c) coaches’ TFL behaviours are related to changes in the number of transformational team leaders. Results indicated that higher levels of coaches’ transformational leadership were associated with reductions in negative sport-related experiences such as negative peer interactions and inappropriate adult behavior. Furthermore, teams with a greater density of transformational peer leaders reported stronger development in areas such as initiative, basic skills, and social capital. Evidence of a cascade effect—whereby transformational coaches influenced the emergence of transformational team leaders—was found primarily between the start and midpoint of the season. However, mediation analyses did not support the cascade effect as a mechanism linking coach leadership to PD outcomes. These findings offer novel insight into how transformational leadership functions within university sport and provide practical implications for leadership development among student-athletes.
dc.embargoNo
dc.identifier.urihttps://hdl.handle.net/10133/7169
dc.language.isoen
dc.publisherLethbridge, Alta. : University of Lethbridge, Dept. of Kinesiology and Physical Education
dc.publisher.departmentDepartment of Kinesiology and Physical Education
dc.publisher.facultyArts and Science
dc.relation.ispartofseriesThesis (University of Lethbridge. Faculty of Arts and Science)
dc.subjecttransformational leadership
dc.subjectcascade effect
dc.subjectuniversity sport
dc.subjectemerging adults
dc.subject.lcshDissertations, Academic
dc.subject.lcshTransformational leadership--Research
dc.subject.lcshCollege sports--Coaching
dc.subject.lcshCoaches (Athletics)--Research
dc.subject.lcshCollege athletes--Research
dc.subject.lcshCoach-athlete relationships--Research
dc.subject.lcshLeadership--Research
dc.subject.lcshInfluence (Psychology)--Research
dc.titleTransformational leadership and positive development: assessing the cascade effect in university sport
dc.typeThesis
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