Transformational Leadership Effect of the Chinese Professional Basketball Coach

Transcription

1 International Journal of Human Movement Science, 2017, Vol. 11, No. 2, ISSN (Print) / ISSN X(Online) Transformational Leadership Effect of the Chinese Professional Basketball Coach Peng Su Joon Young Han* Yeungnam University, South Korea Abstract The purpose of this study is to discover the effect of coaches' transformational leadership onto athletes' job satisfaction and team performance in Chinese professional basketball leagues. According to the purpose of the study, 384 athletes from the Chinese professional basketball league matches, namely CBA (Chinese Basketball Association) and WCBA (Women's Chinese Basketball Association), were surveyed by questionnaire on the transformational leadership ability of their coaches. Frequency analysis, exploratory factor analysis (EFA), validity analysis, reliability analysis, correlation analysis and regression analysis were conducted on 358 valid questionnaires. The significance level of all statistical tests in this study was set to 'alpha =.05'. Based on the results of the survey and analysis, conclusions were as follows. Firstly, transformational leadership of Chinese professional basketball coaches has an effective positive (+) influence on athletes' job satisfaction. Second, part of the transformational leadership behavior of Chinese professional basketball coaches has an effective positive (+) influence on team performance. Key words: Transformational leadership, Athletes' job satisfaction, Team performance, Chinese professional basketball Introduction With the deepening of economic globalization, organization managers and enterprise managers are facing great challenges. Kouzes and Posner (2006) pointed out that leadership is a necessary quality for a successful manager. Moreover, Hofstede and Peterson (2000) considered that the success of an organization requires an outstanding leader. With excellent leadership, an organization can promote the development and progress of their associations. Kelly, White, Martin and Rouncefield(2006) believed that leadership is one of the most important factors for the success of organizations and enterprises. It is an effective way to gain a competitive advantage by cultivating talents. Up to now, there have been a large number of results achieved from relevant researches on leadership in western countries. However, other countries, due to differences in cultural backgrounds and systems, are still faced with great limitations in drawing lessons from these research results. Hofstede (2001) argued that although leadership, as a type of social activities, is universal in all countries all over the world, there have been great differences in the concepts and structure of leadership in various countries due to different cultural backgrounds. Yang (1992) proposed that cultural background and national conditions were the non-negligible factors in studies of leadership. House, Hanges, Javidan, Dorfman, and Gupta (2004) learned that there is some difference in the content of leadership among different countries through a survey of 18,000 managers in 62 countries. * joonyounghan@yu.ac.kr Copyrightc2017 KAHPERD

2 2 Peng Su Joon Young Han China is a country with a long history and profound cultural traditions. Moreover, with the constant development of economy, the man's way of thinking have also changed with it and under such cultural and social context. China has also shown its unique style in terms of its leadership and style. Therefore, it is of great practical significance to strengthen the studies on leadership of various types of organizations in China at this stage. Hofstede (1993) deemed that there was a large gap in power among Chinese various organizations, which generally attached importance to collectivism and focused on long-term results. Zheng (2008) pointed out that there were differences between in leadership style between leaders from China and other countries.the leaders of China should pay full attention to the factors of interpersonal relations among all kinds of organizations (Yang, 1992). Leadership plays an important role in sports. Leadership theory has been applied to sports since the 1860s, much research has been carried out on coaches from several sports fields, especially from basketball, baseball, and track and field (Ogilvie & Tutko, 1966, 1970; Andrud, 1970; Hendry, 1972). In general, coaches are the direct designers, organizers and leaders of trainings in the field of sports so they have a decisive influence on the improvement of the athletic abilities of athletes. Williams (1993) pointed out that coaches were in the best position for changing the team. Kim & Kim (2004) deemed that coaches' leadership may affect the results of games. Coaches' leadership has a high control and influence on athletes. The desired goals can be achieved by improving a coaches' leadership (Kim, 2005). Moreover, coaches' leadership is regarded as the most important role in promoting team development and change. It has been found to be related with athletes satisfaction and interpersonal relationships in game results (Williams, et al., 2003). Moreover, effective leadership can improve sports organizational job satisfaction. Shin, Lim, and Jo (1982), Lee (1997) believed that job satisfaction of organizational behavior has a significant influence on organizational performance from a perspective of organizational behavior. Therefore, the organization managers should make more efforts to improve job satisfaction. Riemerand and Chelladurai (1995) pointed out that the job satisfaction of athletes was strongly influenced by leadership of coaches. Specifically, according to empirical study in recent years, the coaches leadership in sports fields is closely related to the job satisfaction and performance of athletes. It is also one of the important decisive factors for athletes training states and competition results (Kim, 2009; Seo, 2012; Sui, et al., 2012; Lee & Jung, 2013). Athlete s job satisfaction and competitive status were closely linked. Kim (2009) insisted that athlete s satisfaction affects the improvement of their performance. It is an important symbol for their team to achieve their goals. Athletes satisfaction also affects their condition and directly affects their behaviors. Only when the athletes feel satisfied with their training, life and performance, can they maintain a healthy mental state. Satisfaction can be reflected by the level of competition in addition to the coach s leadership (Riemer & Chelladurai, 1995). As a traditional form of leadership, the role of transactional leadership is gradually weakening. The establishment of effective leadership must win the support and cooperation of members or employees.

3 Transformational Leadership Effect of the Chinese Professional Basketball Coach 3 Transformational leadership perfectly represents this form of leadership. Burns (1978) considered that transformational leadership is a meaningful approach in recent years, which has been an important research subject for a short time. Bass (1985) thought that transformational leadership enables team members to achieve their goals, to form an inspired and trustful atmosphere, thus enabling the team to realize the desired results. Robbins, Bradley, Spicer, & Mecklenburg (2001) deemed that transformational leadership has a special influence on the organization members, which guides the members to try their best to achieve the organization s goals. Such transformational leadership can strengthen the sense of belonging among members in various ways, stimulate team consciousness, and lead the members to support each other, thus actively improve performance. In recent years, transformational leadership has been widely used in the fields of business, industry, military, education and other fields (McCleskey, 2014). In the world, the research on transformational leadership in sports field is also increasing. However, the research on transformational leadership of Chinese sports is not enough. Liu and Wang (2011) pointed out that transformational leadership should be further strengthened in the field of Chinese sports, and we should expand the scope of organization and put emphasis on cross-cultural research. Moreover, the level of transformational leadership can be improved through training (Bass & Stogdill, 1990). Therefore, how to improve the transformational leadership of organizational leaders is a matter of great concern in all fields, including sports organizations. At present, there has been a study of how to improve transformational leadership in some organizational contexts. But whether transformational leadership can improve from learning and training, and how to carry out training in Chinese sports organizations needs further exploration (Liu & Wang, 2011). In addition, basketball is a team sport, which requires that coaches not only improve the athlete's tactical skills as educators, but also promote the unity and cooperation among athletes as leaders at the same time so as to enable the entire team to perform with a greater strength. Therefore, leadership is even more important to basketball coaches. Choi (2010) pointed out that the coaching staff's leadership is more prominent in team projects than in individual projects in the field of sports. Sun (2004) argued that the sense of cooperation and team spirit play a very important role in basketball games due to the collective charters of basketball. Basketball is very popular in China because of its interest and popularity and Chinese professional basketball leagues, namely CBA and WCBA, have also drawn wide attention. Therefore, problems concerning the cultivation and development of Chinese professional basketball coaches have drawn much attention. Ji (2010) pointed out that the lack of top-level coaches in professional basketball in China has brought tremendous pressure on the development of basketball in China. Therefore, it is of great strategic significance to improve the coaching skills of various coaches for the sustainable development of Chinese basketball sports. Shu (2011) argued that the cultivation of Chinese professional basketball coaches was a major strategic issue related to the all-round development and rapid increase of Chinese competitive basketball. So far, the established research has identified

4 4 Peng Su Joon Young Han various cases and levels of the transformational leadership of coaches; however, basketball-related content still lacks sufficient evidence. The research on transformational leadership in Western society and the influence of leadership on member job satisfaction has not been fully verified in Chinese sports. There are still limitations in the understanding of this field based on current relevant knowledge. Besides, there are extremely inadequate studies on the leadership of Chinese professional basketball coaches, especially empirical studies on a specific type of leadership of Chinese professional basketball coaches, which are still in a blank space. Therefore, the purpose of this study is to explore the relationship between a coaches leadership and team job satisfaction in Chinese highly regarded professional basketball field. In addition, the relationship between leadership and team performance will also be explored. Thereby, enhancing the development of Chinese professional basketball coaches' transformational leadership and improving the athletes job satisfaction and team performance. In the meantime, the present work strives to provide a scientific, practical and effective theoretical basis for the field of Chinese professional sports as well as a meaningful reference for the development of Chinese sports and various basic studies. Research Questions The following questions were explored in this research: 1) what is the impact of the transformational leadership of Chinese professional basketball coaches on athletes' job satisfaction? 2) what is the impact of the transformational leadership of Chinese professional basketball coaches on team performance? Participants Table 1. Demographic characteristics Variable n % Gender Male Female years old and below years Age years years years old and over Athlete career Athlete rating Team performance Methods The research object is the Chinese professional basketball players, and a questionnaire survey was conducted among athletes come from CBA (Chinese Basketball Association) and WCBA (Women's Chinese Basketball Association). A total of 384 questionnaires were sent out, and 358 questionnaires were collected, the questionnaire return rate was 93.2%. Less than 3 years years years years More than 15 years International athlete Athlete A first-class player Second-class player Third-class player Upper Middle and upper Medium Middle and lower Lower

5 Transformational Leadership Effect of the Chinese Professional Basketball Coach 5 Table 2. Questionnaire items and exploratory factor analysis of sub-factors of transformational leadership in Chinese professional basketball coaches Variable Metrics Questionnaire items Factor 1 C5 My coach is always the first to bear hardships and last to enjoy comforts, both in training and competition..850 C2 My coach would not take the achievement to his credit after his team got a good performance..831 C4 My coach puts team interests above his own..818 Moral C1 My coach shares the joys and sorrows with the team..817 modeling C6 My coach puts his own interest after the interest of team and others..809 C8 My coach does not care about personal gain and loss, and does his best to work..773 My coach did not reduce someone s playing time or other ways to make C3 direct or indirect punishment because of his personal thinking to some.645 player. A5 My coach described the team's prospective future after every good performance on competition. A3 My coach will let the team know about the concept of technical and tactical training and the team's development goals. My coach will explain to the players how important is the daily training to a A1 competition and the long-term significance of the team performance in the Vision competition. articulation My coach will communicate with the players about the team's development A2 prospects and encourage them to make suggestions. Ingredient A4 My coach will point out the goals and direction of the team..812 My coaches often work with players to analyze the impact of training A6 content and quality on performance in competition and team future.760 development. D3 My coach patiently teaches the players and answers questions..834 D1 My coach creates conditions to help players avoid the short term, based on the skills, physical qualities and body shape..831 My coach takes details into account of the actual situation of individual D5.830 players. Individualized My coach is concerned about the training, life and growth of the players, consideration D6 and sincerely makes suggestions for the individual development of the.820 players. D2 My coach often communicates with the team members to know the situation of his life and family..748 D4 My coach is willing to help the team to solve life and family difficulties..738 B2 My coach is wild open; he can accept new ideas, and has a strong sense of innovation..760 B6 My coach constantly study professional knowledge and improve his teaching ability..732 Charisma B3 My coach loves his job and has a strong sense of ambition and initiative..731 B4 My coach is serious about his work and always in highly enthusiasm..729 B1 My coach is good at doing his job..725 B5 My coach is good at handling problem, such as these difficult situation, the star player refuses to obey the discipline, or the team management interfere with the coaching work..649 Eigenvalue % Dispersion % Accumulate Factor Extraction Method: Principal Component Analysis. Rotation method: Varimax with Kaiser Normalization. Factor Factor 3 Factor 4

6 6 Peng Su Joon Young Han The demographic characteristics of the subjects are shown in table 1. The subjects were 220 males (61.5%) and 138 females (38.5%); age structure was 24 to 26 years old (32.4%), 21 to 23 years old (22.9%), 20 years old and below (19%), years old (15.1%), 30 years old and above (10.6%); the athlete career was 8 to 10 years (64%), 4 to 7 years (16.5%), 11 to 14 years (9.8%), more than 15 years (8.1%), and less than 3 years (1.7%); the athlete rankings were first class athletes (47.2%), athletes (36.3%), international athletes (10.3%), second class athletes (5.6%) and third class athletes and below (0.6%); and the team performance was middle and lower (21.2%), upper (20.9%), medium (19.6%), lower (19.3%), middle and upper (19%). Survey Instrument The survey Instrument used in this study was based on the transformational leadership questionnaire (TLQ) (Li&Shi,2015), and combined with the actual situation of Chinese professional basketball. TLQ was adapted from the Multi-factor Leadership Questionnaire (MLQ) (Bass &Avolio, 1995). Table 2 shows the results of exploratory factor analysis (EFA) of independent variables, namely, "Vision articulation", "Charisma", "Moral modeling" and "Individualized consideration". According to the results of the exploratory factor analysis (EFA), the seventh items of moral modeling were deleted. Therefore, the factor load range of each item was.645 ~.909, and the total variance of the independent variables was %. The results of exploratory factor analysis (EFA) of the athletes' job satisfaction (intrinsic and extrinsic satisfaction) have been shown in table 3. Items 2, 3, 7, 9, 10 and 11 were deleted in the intrinsic satisfaction items, and items 5, 12 and 17 were deleted in the extrinsic satisfaction items. The factor load range of each item was.721 ~.907, and the total variance of the independent variables was %. Table 3. Questionnaire items and exploratory factor analysis of sub-factors of Athletes' job satisfaction Ingredient Variable Metrics Questionnaire items Factor 1 Factor 2 8 I am willing to take the training given by my coach for a long time I have an opportunity to achieve growth and respect in this team I feel extremely fulfilled during the training..899 Intrinsic 15 My coach gives me enough freedom in training..874 satisfaction My coach encourages me to decisively adjust my techniques and tactics in the game according to the offense and defense changes of the other team. 20 I get a great sense of achievement in trainings as well as games The training content assigned by my coach is very professional..907 My coach gives timely encouragement every time I have good performance in both trainings 19 Extrinsic and games..905 satisfaction 14 There is still room for improvement for my role in this team My skills and ability in the game are improved through trainings I get along well with my teammates..721 Eigen value % Dispersion % Accumulate Factor Extraction Method: Principal Component Analysis. Rotation method: Varimax with Kaiser Normalization.

7 Transformational Leadership Effect of the Chinese Professional Basketball Coach 7 Table 4 shows the reliability analysis results of each variable, the number of items and the deleted items. Cronbach's alpha value is generally 0 ~ 1; higher the value, the higher the reliability. In this study, the Cronbach's alpha values of the reliability analysis were all above.9, which indicated that the reliability of the questionnaire was high. Furthermore, in order to understand the content of the reliability test tools, elaborated discussions were conducted with 4 sports management science professors and 3 experienced Chinese professional basketball coaches. Based on the discussion, an extensive survey questionnaire was constructed to fully meet the project objectives, the questionnaire analysis of the factors that can influence the features of the Chinese professional basketball coaches' transformational leadership and Athletes' job satisfaction. Data Collection and Analysis In this study, the data used was collected from CBA and WCBA clubs between June 19th and August 18, First, communicate with the club managers and coaches about the questionnaire through phone or . Next, to the athletes surveyed to explain the purpose and requirements of the survey, Finally, the questionnaire was recovered after the athletes answered the questions, and select effective questionnaires for final analysis. IBM SPSS 23.0 was used as the tool for the statistical analysis of the survey in this study. First, in order to understand the demographic variables, frequency analysis was done on the questionnaire data after encoding. Next, in order to understand the validity and reliability of the questionnaire, exploratory factor analysis (EFA) was carried out on the questionnaire data according to the questions. Finally, in order to understand the relation between the variables, the correlation analysis and regression analysis were carried out. All the statistics in this study applied the statistical significance at α=.05. Results In order to understand the effect of coaches' transformational leadership onto athletes' job satisfaction and team performance in Chinese professional basketball leagues, correlation analysis and regression analysis were carried out on the survey data. Table 5 shows the correlation between the main variables. The variables, namely, "team performance", "vision articulation", "charisma", "moral modeling", "individualized considerations", "intrinsic satisfaction", and "extrinsic satisfaction" have been found to be highly correlated with other variables, and these are in a state of multi-collinearity. And, the multi-collinearity indicated a close relation between the variables. Table 4. Questionnaire reliability test result Contents Sub-factor Number of questions Cronbach's Alpha Vision articulation Transformational leadership Charisma Moral modeling Individualized consideration Athletes' job satisfaction Intrinsic satisfaction Extrinsic satisfaction 5.967

8 8 Peng Su Joon Young Han Table 5. Correlation between main Variables Team performance Vision articulation Charisma Moral modeling Individualize d consideration Extrinsic satisfaction Intrinsic satisfaction Team performance 1 Vision articulation -.166** 1 Charisma -.159**.702** 1 Moral modeling -.186**.601**.764** 1 Individualize d -.106*.612**.751**.781** 1 consideration Extrinsic satisfaction -.137**.563**.656**.677**.642** 1 Intrinsic satisfaction -.122*.670**.737**.741**.737**.774** 1 **. The correlation coefficient is at 0.01 levels (both sides). *. The correlation coefficient is at 0.05 levels (both sides). The sub-factors of the transformational leadership in Chinese professional basketball coaches were set as independent variables, the athletes' job satisfaction and the team performance were set as dependent variables. Table 6 shows the results of multi-collinearity analysis for the variables used in this study. As a result, the tolerance limit was found in the range between.291 ~.477, and the VIF value was in the range between ~ Therefore, there was found no multi-collinearity problem in this analysis. Table 7 shows the results of multiple regression analysis of the transformational leadership in Chinese professional basketball coaches and Athletes' Table 6. Multi-collinearity analysis result Independent variable Collinearity statistic Tolerance limit VIF Vision articulation Charisma Moral modeling Individualized consideration Dependent variable: Team performance, Athletes' job satisfaction intrinsic job satisfaction. Regression analysis showed that the value of R² was.687, indicating 68.7% explanatory power. Also, the F value was (p <.001). The influence coefficient of the transformational leadership and intrinsic satisfaction is as follows. "vision articulation" β =.211 (t = 4.862, p <.001); "charisma" β =.195 (t = 3.505, p <.001); "moral modeling" β =.265 (t = 4.941, p <.001); "individualized consideration" β =.252 (t = 4.768, p <.05). In conclusion, it was confirmed that all the dimensions of the transformational leadership have a positive impact on intrinsic satisfaction. Table 8 shows the results of multiple regression analysis of the transformational leadership in Chinese professional basketball coaches and athletes' extrinsic job satisfaction. Regression analysis showed that the value of R² was.550, indicating 55.0% explanatory power. Also, the F value was (p <.001). The influence coefficient of transformational leadership and extrinsic satisfaction is as follows. "vision articulation"β=.110 (t = 2.11,

9 Transformational Leadership Effect of the Chinese Professional Basketball Coach 9 p <.05); "charisma" β =.205 (t = 3.069, p <.05); "moral modeling" β =.330 (t = 5.131, p <.001); "individualized consideration" β =.163 (t = 2.579, p <.05). In conclusion, it was confirmed that all the dimensions of the transformational leadership have a positive impact on extrinsic satisfaction. Table 9 shows the results of multiple regression analysis of the transformational leadership in Chinese professional basketball coaches and team performance. Regression analysis showed that the value of R² was Table 7. Regression analysis of intrinsic satisfaction Independent variable Dependent variable Intrinsic satisfaction B β t Probability of significance Vision articulation Charisma Moral modeling Individualized consideration R.829 R².687 Modified R².678 F Table 8. Regression analysis of extrinsic satisfaction.107, indicating 10.7% explanatory power. Also, the F value was (p<.001). The influence coefficient of the transformational leadership and team performance is as follows. "vision articulation" β = (t = -.134, p >.05); "charisma" β = (t =-.351, p >.05); "moral modeling" β =.212 (t = 2.331, p <.05); "individualized consideration" β =.181(t = 2.204, p <.05). In conclusion, it was confirmed that "vision articulation" and "charisma" as the dimensions of the transformational leadership have no effect on team performance, "moral modeling" and "individualized consideration" as the dimensions of the transformational leadership have a positive impact on team performance. Discussion The Impact of Chinese Professional Basketball Coaches' Transformational Leadership on Athletes' Job Satisfaction According to analysis results, transformational leadership of Chinese professional basketball Table 9. Regression analysis of team performance Dependent variable Extrinsic satisfaction Dependent variable Extrinsic satisfaction Independent variable B β t Probability of significance Vision articulation Charisma Moral modeling Individualized consideration R.742 R².550 Modified R².538 F Independent variable B β t Probability of significance Vision articulation Charisma Moral modeling Individualized consideration R.742 R².550 Modified R².538 F

10 10 Peng Su Joon Young Han coaches have a positive impact on the athletes' intrinsic and extrinsic job satisfaction. Specifically, coaches actual behaviors related with "moral modeling", "charisma", "vision articulation" and "Individualized consideration" make athletes satisfied with the training content, time, autonomy, interpersonal relationship and personal development. For further analysis, the influence of Chinese professional basketball coaches on the intrinsic satisfaction of athletes is ranked by the order of Moral modeling, Vision articulation, Individualized consideration and Charisma, while the extrinsic satisfaction of athletes ranks by the order of "moral modeling", "charisma", "individualized consideration" and "vision articulation". Therefore, "moral modeling" has the greatest impact on both athletes' intrinsic and extrinsic satisfaction. Bai, Zhang, & Chen (2012) believe that the leader who can follow the "moral modeling" principle in action has a positive influence on the job satisfaction and sense of identity of subordinates in the process of fair use and power distribution. The results of this study support their views. In addition, "vision articulation" is the most important factor for intrinsic satisfaction and "charisma" is the most important factor for extrinsic satisfaction. Because under the background of Chinese professional basketball, coaches enable the athletes to face the training and competition actively through setting up and explaining the athletes' vision, developing the athletes' potential, thus achieving the challenging goals together. In this process, athletes' job satisfaction would be improved. Moreover, the coaches can gain respect, trust, and widespread approval and support from athletes through their professional ability and personal charisma, so that athletes could be satisfied with the situation outside the training and competition. Many previous studies suggest that the transformational leadership of coaches can have a positive impact on the satisfaction of athletes in sports situations. Results of this study hold the similar view (Kim, 2005; Yoon & Lee, 2006; Kim, 2009; Gu & Kim, 2010; Sui, et al., 2012; Oh, 2012; Lee & Jung, 2013). According to the above results, although there are some differences between the Chinese and South Korean culture and systems, transformational leadership behaviors in fields of sports in both countries have a positive impact on athletes' satisfaction. The main reason for this result is that satisfaction is a feeling from the psychological level, which may cause emotional change. The wave of emotion has a direct impact on the attitude of athletes in training and competition. When athletes are emotionally stable, they can participate actively in the training and games. However, when they are anxious, they may directly show a negative state in training and competition, thus leading to low efficiency. Therefore, in the sports fields, coaches can often understand and control the psychological state of athletes through transformational leadership, thus having a positive impact on athletes' satisfaction and promoting the team s healthy development. What s more, the results of this study further substantiate the previous empirical research results between transformational leadership and job satisfaction in the field of sports, bear some significance for the development of the relevant theories about transformational leadership effectiveness in different cultural contexts, help Chinese professional basketball coaches understand the role of transformational leadership on the job

11 Transformational Leadership Effect of the Chinese Professional Basketball Coach 11 satisfaction of athletes in daily trainings and games and thus promote the development of Chinese professional basketball fundamentally. The Impact of Chinese Professional Basketball Coaches' Transformational Leadership on Team Performance According to analysis results, the transformational leadership of Chinese professional basketball coaches have a positive impact on the team performance. Specifically, the actual behaviors affecting the team performance are "moral modeling" and "individualized consideration"; Conversely, behaviors related with "charisma" and "vision articulation" do not have a direct impact on the team performance. "Moral modeling" is one of the dimensions of transformational leadership with Chinese cultural characteristics. Cao, Wu, & Song (2011) believe that transformational leaders in China should influence team members through their excellent morals, so as to make subordinates trust, identify with, and feel intimate towards the leader, and make the subordinates contribute actively to achieve the team goals willingly. Under the background of Chinese culture, character and virtue are key qualities that leaders should possess, Moral modeling is the prerequisite for leaders to exercise their power and perform their duties. Based on previous analysis, we know that the prerequisite for coaches to lead their players to success in the context of Chinese professional basketball is that coaches must build prestige through their excellent character and behaviors. Only when they have won the recognition of players can the player fully cooperate in both training and competition, thus achieving the common goals of the team. Results of this study is similar to the relationship between transformational leadership of sports organization leadership in Chinese Universities and performance (Liu & Wang, 2007). Moreover, they also support the view that "moral modeling" may influence the external performance of the team (Bai, Zhang, & Chen, 2012). And "Individualized consideration" in Chinese culture conforms to the Chinese management logic. In Chinese society, there is a huge power gap between managers and members, meanwhile, favor and repayment are quite important. It will be regarded as a process of mercy for the managers to care about the subordinates' work, life and family. Correspondingly, subordinates would be grateful for the manager's care, so they would reward the manager through hard work. And through the empirical study on Chinese professional basketball players, Bai (2012) proves that performance of the core players in a basketball match has a great influence on the results. Targeted defense of core players from the opponent party will have a great impact on the results of the game. Moreover, the loss and errors of core players at the key period of the game will also lead to the failure of the team. Similarly, Individualized consideration behaviors of Chinese professional basketball coaches help the core players to accept the coach's decision and enhance the player's sense of identity to the coach, improve athletes' concentration and attitude towards training and competition, thus causing a great influence on improving the team performance. Based on above analysis, Chinese professional basketball coaches may bring great help to team

12 12 Peng Su Joon Young Han performance by enhancing the athletes training, competition and welfare and guidance. In the sports fields, competition performance is an important manifestation of the level of athletes or teams, as well as a joint result of team managers, coaches, staff and players. And from the perspective of organizational behavior, performance of the team in competition belongs to external performance, results of this research are similar to that of some previous researches on the relationship between transformational leadership and external performance (Gu & Kim, 2010; Seo, 2012; Sui, et al., 2012). Therefore, transformational leadership of Chinese professional basketball coaches is helpful for the improvement of team performance and sustainable development. Moreover, the results of this study further substantiate the empirical research results between transformational leadership and work performance in the field of sports, have certain reference value for transformational leadership in terms of the construction of related theories of work performance in different cultural backgrounds, assist Chinese professional Basketball coaches to recognize the important role played by the coaching staff's transformational leadership, especially the related behaviors of moral modeling and individualized consideration on team performance and thus promote the sustainable development of Chinese professional basketball. Conclusion The results of the study show that the transformational leadership of Chinese professional basketball coaches may have a positive impact on the athletes' job satisfaction; and part of the transformational leadership behaviors of Chinese professional basketball coaches may have a positive impact on the team performance. The following recommendations are suggested for future research: Explore the impact of transformational leadership in Chinese professional coaches on other variables, such as "self-efficacy", "sense of belonging", and "achievement goal orientation", explore the impact of transformational leadership on athletes' satisfaction and team performance in a multi-cultural context, and explore the role of other types of leadership in professional sports. Reference Bai, M. Y., Zhang, L., & Chen, X. L. (2012). The relationship between transformational leadership, influence path model and team learning and team performance. Research technology management, 32 (21), Bai, Y. L. (2012). Determine the effect of core players on the basketball game. Journal of Physical Education, (8), Bass, B. M. (1985). Leadership: Good, better, best. Organizational dynamics, 13(3), Burns, J. M. (1978). Leadership. New York: Harper & Row. Bass, B. M., & Stogdill, R. M. (1990). Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications. New York: Simon and Schuster. Cao, Y. F, Wu, C. B., & Song, J. W. (2011). The

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