Transformational leadership: a qualitative analysis of effective leadership in women's soccer in England

Journal article

Daniel Rhind, Emily Hodson, James Newman and Rumbold, J. 2022. Transformational leadership: a qualitative analysis of effective leadership in women's soccer in England. Unisia. 40 (2), pp. 257-276. https://doi.org/10.20885/unisia.vol40.iss2.art1
AuthorsDaniel Rhind, Emily Hodson, James Newman and Rumbold, J.
Abstract

This study examined perceptions of effective leadership in elite women’s soccer by team captains. Data were collected from a range of perspectives in four elite female soccer teams in England. For each of the four teams, data were collected from 6 participants (total N = 24 players). For each of the four teams, interviews were conducted with the captain and the coach as well as a focus group with 4 players regarding their perceptions of the captain’s leadership. Data were firstly deductively categorised under the four key areas of transformational leadership: idealised influence, inspirational motivation, individualised consideration and intellectual stimulation. An inductive analysis of the relevant data which did not fit into these themes revealed the importance of captains building bridges through helping to navigate the gender gap as well as to facilitate effective relationships with and between players. The implications of these findings are discussed.

Keywordseffective leadership; qualitative analysis; transformational leadership; women’s soccer
Year2022
JournalUnisia
Journal citation40 (2), pp. 257-276
PublisherUniversitas Islam Indonesia
ISSN2829-1573
Digital Object Identifier (DOI)https://doi.org/10.20885/unisia.vol40.iss2.art1
Web address (URL)https://shura.shu.ac.uk/31003/
Output statusPublished
Publication dates02 Nov 2022
Publication process dates
Accepted30 Oct 2022
Deposited03 Mar 2025
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