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  3. Investigating the relationship between personality dimensions and power sources in managers of sports and youth departments in East Azerbaijan province

Investigating the relationship between personality dimensions and power sources in managers of sports and youth departments in East Azerbaijan province

Number of pages: 79 File Format: word File Code: 31673
Year: 2014 University Degree: Master's degree Category: Physical Education - Sports
Tags/Keywords: character - effective - extroversion - Managers of sports and youth departments - Personality dimensions - Power sources - Sports and youth departments - The source of the power of communication
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  • Summary of Investigating the relationship between personality dimensions and power sources in managers of sports and youth departments in East Azerbaijan province

    Master's Thesis of Physical Education and Sports Science (M.Sc)

    Persian Abstract

    Examination of the relationship between personality dimensions and power sources in managers of sports and youth departments of East Azarbaijan Province

    The purpose of this research is to investigate the relationship between Dimensions of personality and sources of power in the managers of sports and youth departments of East Azarbaijan province. 58 managers of sports and youth departments of East Azarbaijan province completed 2 instruments of this research. 1- The 5-factor model of personality questionnaire (BFI, John et al., 1991) with 44 questions evaluates different dimensions of personality including: extroversion, agreeableness, conscientiousness, psychopathy and openness to experiences. 2- Questionnaire to determine sources of management and leadership power (self-perception) This questionnaire was designed by Dr. Paul Hersey and Nate Mir in the Scandade and California Leadership Studies Center. The internal consistency of the questionnaires was using Cronbach's alpha test for MBI (R=0.80) and for sources of power (R=0.75), respectively. The data were analyzed using one-sample Kalmogorov-Smirnov statistical tests and Pearson's correlation coefficient at a significance level of P?0.05.

    The results showed that managers use the power of expertise more and have an agreeable personality. There is a positive and significant relationship between the source of legal power and openness to experience, but there is a negative and significant relationship between the source of power and agreeableness. The results showed that there is a positive and significant relationship between the source of power and openness to experience And there was a significance between the power source of information and extroversion.

    Keyword: personality, power sources, managers of sports and youth departments

    Chapter one:

    General research

    1-1 Introduction:

    Innumerable researches are carried out every year in different countries of the world and in different fields of physical education and sports sciences, especially management and planning of physical education. This extensive research has opened new windows of science on the unknown frontiers of this field. The rarest resource in today's world is leadership talent that has the ability to continuously guide organizations towards winning in tomorrow's world, people and organizations that build the leadership engine and invest in the development of leaders have a sustainable competitive advantage. Organizations win because they have capable leaders not only at the top of the organization, but at all levels (Tabaian, 2013).

    Without a doubt, management is the engine of development, but development is in teamwork and organization, and the organization of group and organizational activities requires effective management. Undoubtedly, cooperation with others and having influence on others to fulfill the responsibility and perform the tasks that are the responsibility of the manager is necessary and necessary, and this is a matter that leads to the effectiveness of leadership (Huczynski, Andrzej, 2000). It is clear that managers need different tools to be effective and efficient, and power is one of the tools to be effective. In leadership, what is important is the process of influencing and exercising power over others. Influence on others is done by creating the impression of power, and creating the impression of power requires access to sources of power (Griffin, 2014).

    Power has been the basic feature of the manager's role and provides the basis for his effectiveness in the organization, and it is an inevitable phenomenon in the organization that some managers view as a negative phenomenon(30). The fact is that the negativity and positivity of power depends on the judgment and the type of its application, so that if the purpose of power is organizational goals, it can be considered a positive and functional phenomenon, and if the purpose is to achieve personal goals, it will certainly be a negative and ugly phenomenon. Despite understanding the importance of the role of power in management theory and practice, our knowledge about it is still limited and sometimes ambiguous.This is due to the lack of knowledge about the nature of the issue of power and the factors related to it in the organization. Despite this, because power plays a major role in existing relationships in the course of organizational life, its impact on organizational actions cannot be easily ignored. Sources of power means the tools and facilities provided to managers to exercise power and management (Hicks, Herbert, Goulet, 2018)

    During the past years, social psychologists have paid considerable attention to the classification of sources of power. The most well-known classification, which has been the most researched, is the "French and Raven[1]" classification. They have divided power into five types, which are the power of law, the power of reward, the power of coercion, the power of authority, and the power of expertise. After some time, Raven, in collaboration with Kruglansky[2], added the power of information as the sixth facet of power to the above divisions. He answers that depending on the type of organization, the dominant power that should be used is different. He gives an example that in a coercive environment, the power of expertise will have little effect, and in an environment based on cooperation, the power of expertise and the power of charisma will be more effective. While legal power will not have much effect. Handi points out that always working with several sources of power is definitely more effective and useful than relying on one power (Noorbakhsh, 2012).

    The success of a manager depends to a large extent on the way power is exercised. Therefore, the type of power used by managers of organizations is important, and managers should use the appropriate source of power to influence and implement their orders according to the nature of the organization and the actions and behavior of their subordinates and employees. According to Robbins, the type of power used by people has a direct relationship with the personality dimensions used by them, so that the personality dimension of people determines the type of power source used by them to some extent (Robbins, 2012). The most obvious differences between the employees of any organization can be seen in their physical characteristics, but other aspects of a person's personality that are hidden are revealed when we evaluate them using special psychological methods (Saatchi, 2009).

         Personality evaluation is the main field of application of psychology to the problems of the practical world (50). Today, personality value is accepted as one of the predictors of job performance. Each person's personality plays an important role in his job performance because each person's personality determines his motivation and attitude towards a job and the way he responds to job requirements.   The study of personality has a long tradition in organizational science. Parvin [3] (2010) believes that personality is a pattern of thinking, feeling and behavior caused by individual characteristics along with hidden or obvious psychological mechanisms behind those patterns (Perrewe, 2010). Shamlou defines personality as follows: an organized and unitary set of relatively stable and continuous characteristics that collectively distinguish a person from other people (Saatchi, 2010).

    In the discussion of personality, the emphasis is on how personality differences of people affect their performance and job behavior (Saatchi, 2010). In the past years, personality research has been an acceptable framework for describing the structure and essence of personality, and there have been disagreements among researchers regarding personal characteristics (Qalipour, 2008). Nevertheless, today it has been agreed that the Big Five personality model introduced by Goldberg [4] can be used to describe more prominent aspects of people's personality (Shamsaei et al., 2018).

  • Contents & References of Investigating the relationship between personality dimensions and power sources in managers of sports and youth departments in East Azerbaijan province

    List:

    Persian abstract. 2

    Chapter one: Research overview. 2

    1-1 Introduction: 2

    2-1 Statement of the problem: 2

    3-1 Necessity and importance of research: 2

    4-1 Research goals. 2

    5-1 hypotheses 2

    6-1 research variables. 2

    7-1 Conceptual and operational definitions of research words: 2

    Chapter two: literature, background and theoretical foundations. 2

    1-2 Definition of personality: 2

    2-2 Origin of personality: 2

    3-2 Theories about personality. 2

    4-2 Individual differences and personality. 2

    5-2 Suitability of personality and job. 2

    6-2 power. 2

    2-7 A meditation on the concept of power. 2

    8-2 The importance of power. 2

    2-9 Attitudes about power. 2

    10-2 Motives of seeking power. 2

    11-2 Some legalities of power. 2

    2-12 Power and influence 2

    2-13 Power and authority 2

    2-14 Comparison of power and leadership. 2

    2-15 An attitude on the classification of power sources. 2

    2-16 Contingency theory of power. 2

    2-17 The relationship between power sources and personality traits. 2

    18-2 Internal investigation. 2

    19-2 Foreign research. 2

    The third chapter: research methodology. 2

    1-3 Introduction. 2

    2-3 research methods. 2

    3-3 statistical population. 2

    4-3 statistical samples. 2

    5-3 research variables. 2

    6-3 information gathering tools. 2

    7-3 data collection methods 2

    3-8 how to distribute and collect questionnaires 2

    3-9 statistical methods. 2

    Chapter Four: Findings 2

    1-4 Introduction: 2

    2-4 descriptive findings of the research. 2

    3-4 inferential part. 2

    The fifth chapter: discussion and conclusion. 2

    1-5 introduction: 2

    2-5 research summary: 2

    3-5 discussion and conclusion: 2

    4-5 suggestions. 2

    Sources: 2

    Appendices: 2

    Latin abstract: 2

     

    Source:

     

     

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Investigating the relationship between personality dimensions and power sources in managers of sports and youth departments in East Azerbaijan province
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