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Case STUDIES Volume 1 Case Study 2
IN SPORT MANAGEMENT
TEACHING NOTES
This case study examines both transactional and transformational leadership and how Meebles may use those concepts
to resolve the Flanks situation, knowing that a multi-million-dollar stadium deal hangs in the balance. The focus of
this case study is to examine transformational and transactional leadership and develop some ideas that Meebles can
employ to resolve the situation.
This case study has been designed for use in leadership or personnel management courses within a sports manage-
ment program, and should be used in conjunction with a class discussion or lecture on transformational and transactional
leadership theory. Students are normally provided with the sections “Introduction” and “The Problem” and instructed to
use their own knowledge of (or research into) the concepts of transactional and transformational leadership to develop
solution(s) for the situation confronting.
Student learning objectives include 1) examining the theories of transactional and transformational leadership
within a sport setting, 2) applying those theories to a real-world scenario from the point of view of the sport manager,
3) seeing how those theories are tied to goals and motivation in leadership, and 4) discovering the traits necessary for
successful transformational leadership.
These teaching notes include a discussion of both transformational and transactional leadership, including how
each relates to this case, and which approach would work for Meebles. Also included are possible discussion questions
about the approaches or methods Meebles could employ in handling the situation with Flanks.
Before discussing these two theories of leadership, it is important to remember that Meebles needs to avoid the
appearance of a power struggle – Flanks is the field manager and may view his role as the most important on the team.
From the point of view of the parent club, he is correct. Whatever further discussions Meebles and Flanks have, they
must take place away from the ballpark (where Flanks feels he is in charge). A meeting at the office may give him a
little more point of view as to what the front office does, as well as give the general manager’s recommendations a little
more gravity. Also, Meebles has already seen that Flanks is a different person away from the stadium, and holding the
discussion at Meebles’ office may provide Flanks with a chance to see the needs of the team from the perspective of
the front office. DISTRIBUTE
Transactional Leadership
Transactional leadership is a traditional form of leadership in which managers outline tasks and detail how those tasks
should be performed. Managers also outline goals and what steps should be taken to make sure those goals are achieved.
Employees then agree to perform the tasks and reach the goals in exchange for additional compensation or in order to
avoid being punished (Weese, 1994).
Transactional leadership is not concerned with values or morals, according to Chelladurai (2006). In essence,
transactional leadership is all about setting goals for the organization and creating systems for those goals to be
achieved. Hence the name “transactional” – responsibilities are fulfilled or not fulfilled in exchange for a reward or
punishment. NOT
The primary type of transactional leadership is contingent reward – an exchange takes place where an employee
is rewarded for good performance and punished for bad performance (Bass, 1990). There are two other management
styles in transactional leadership. The first is passive management by exception, where a leader only intervenes when
standards aren’t being met. This promotes mediocrity, according to Bass, employees will do the bare minimum, just to
meet the minimum goals. Extending oneself is not encouraged or rewarded, and managers live by the “If it ain’t broke,
don’t fix it” adage. The second type of management style is active management by exception – when leaders actively
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look for rules being broken or deviations from the norm.
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According to Doherty and Danylchuck (1996), all leaders are transactional in some way – they all give rewards
or punishments in exchange for performance. However, it is those leaders that extend past simple completion of tasks
and “going beyond simple leader-subordinate exchange relations” (p. 294). that achieve the best results from followers.
That is where transformational leadership comes in.
How it relates to this case study: None of the transactional leadership types would work well in Meebles’ case,
simply because Meebles does not have the power to punish Flanks or offer rewards. Flanks is technically an employee of
the parent club, and the local Minor League ownership has no jurisdiction over punishments; it can’t bench a manager,
and it can’t give him a pay raise for good performance. This lack of jurisdiction creates a problem for using a contingent
reward style of transactional leadership to try and curb Flanks’ bad behavior.
Passive management by exception is also an unrealistic alternative. The Flanks situation needs to be dealt with
actively and quickly. First of all, the stadium deal is being threatened. Second, the lease at the St. Mark’s stadium is
also being threatened. Third, the crowd has begun to dwindle because of the Flanks’ behavior. The situation is in danger
of becoming “broke,” and thus Meebles needs to step in and do something to solve the problem. And since Meebles
already is aware of Flanks’ infractions, it’s also too late for active management by exception.
Transformational Leadership
Transformational leadership is usually applied to large organizations that want to overhaul their missions or visions.
According to Chelladurai (2006), “the notion of transformational leadership need not be confined to large organiza-
tions with several levels of hierarchical structure. Smaller organizations with fewer levels of management and fewer
members can also be the focus” (p. 204).
Bass (1990) indicated that transformational leadership occurs when managers or leaders are able to broaden the
interests of employees to the point where their interests and what’s best for the group are one and the same. Employees
accept the mission of the group and adopt it as their own mission. In fact, true transformational leadership occurs when
employees can no longer distinguish between their own personal goals and the goals of the organization because they
have become identical.
Bass (1990) described transformational leaders as those who can meet the emotional needs of their employees
while also stimulating them to a performance that meets or exceeds organizational standards. In fact, the transforma-
tional leader should be able to lead employees to take an interest in higher-level concerns. Transformational leaders
are usually charismatic and able to influence those with whom they work.
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Chelladurai (2006) also pointed out that transformational leaders are usually disappointed with the status quo and
seek to create a new vision for the organization. This new vision should include ways to raise the effort put forth by
employees. Bass (1990) has said that followers often “exert a lot of extra effort on behalf of managers who are trans-
formational leaders” (p. 22), but that the change brought about by transformational leadership hinges on the leaders’
ability to be charismatic; to be able to convince a person set in his or her ways to see the bigger picture and alter his or
her behavior for the betterment of the group.
How it relates to this case study: Transformational leadership can be applied in Meebles’ situation because of the
culture Flanks has created. Employees are afraid of him, fans are tiring of him, and the owners and are worried about
him. Because modifying Flanks’ behavior is the key to improving the situation, Meebles should use transformational
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leadership concepts in order to convince Flanks that changes are needed.
Transformational leadership may be difficult for Meebles if he does not have natural charisma. However, regardless
of Meebles’ discussion skills, an open communication with Flanks is necessary. First, through previous discussions,
Meebles has already found out that Flank’s behavior on the field is based on a competitive need; Flanks wants a Major
League position, and believes that through winning at the Minor League level, he’ll eventually get that chance. This
could explain his taking games so seriously to the point of arguing with umpires and getting ejected on a regular basis.
Flanks is so emotionally tied to each game – each potential win – that he constantly argues with umpires when calls
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don’t go his way. It is apparent that Flanks has lost sight of the true mission of Minor League Baseball, which is to
develop players. His record has proven that the parent club is not interested in his wins and losses. Flanks has proven
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TEACHING NOTES—The Turnips 3
to be a skilled instructor, and that is why the Royals hired him. Apparently the Royals management is pleased with the
quality of the players Flanks has developed in Topeka.
It should be noted that this case is unique in that Meebles isn’t looking for an improvement in performance, but
rather an improvement in behavior. It is important for Meebles to make Flanks realize the overall goal of the team –
provide family entertainment while developing future Major Leaguers – and show Flanks how he can still achieve his
own goals of getting to the Majors, while operating within those team standards. For example, Meebles could remind
Flanks that his reputation as a player developer is stellar, and that previous promotions through the Minor League system
were due to that skill and reputation and not his win-loss record. Meebles could also help Flanks to see that he should
devote more time and effort into coaching and training the players, rather than worry so much about the outcome of
each game. It has already been established that it is his worry about every call of every game that causes Flanks to lose
his temper. While Flanks can still be concerned with the game’s outcome, he needs to remember that the overall goal of
the baseball team is not wins and losses, but player development, and the overall goal of the front office is to make the
fans feel comfortable and happy at the ballpark, which is something his on-field behavior does not currently promote.
Meebles can show Flanks the role he plays, as field manager, in allowing the front office to achieve its goals. If the
fans are happy, they will keep coming to the games, and the team will be successful. If the fans aren’t happy, they’ll
stay away and the team will ultimately fail. Flanks needs to understand that while he is an employee of the parent club,
he works in Topeka. Thus, he plays a vital role in the financial success of the Turnips.
Meebles must also conceive a mission that outlines the importance of Flanks’ contribution to the success of the
team. Developing players is where Flanks excels, and that is what ultimately is going to get him on a Major League
coaching staff. The mission should also avoid mentioning wins and losses, as that appears to be what causes Flanks’
bad behavior in the first place. Meebles should mention the importance of competitiveness, but perhaps word it in a
way that it goes hand-in-hand with the importance of the fans. The fans’ experience is the team’s main concern. It may
not be Flanks’, but he is a part of the organization, and the more successful the organization, the better the atmosphere
he will have to perform his main function of developing players.
Flanks may be experiencing what Richardson and Earle (2006) referred to as “goal displacement.” Flanks may
be forgetting that his personal goals are merely part of the goals of the organization as a whole. Flanks may be so con-
cerned with tending to one area, managing the team to wins, that he has allowed it to take over all his energy; hence,
the numerous confrontations with umpires.
Meebles has to persuade Flanks to look beyond his own self-interests and do what is best for the team. This may
not be as difficult as it sounds. Flanks is a lifelong baseball man and should understand the importance of teamwork.
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Meebles must convey to Flanks that it is in Flanks’ best interest to improve his behavior, which will allow him to worry
less about the game outcomes and concentrate more on developing and coaching the players.
Bass’ Four Partitions of Transformational Leadership
Bass (1985) developed four partitions for transformational leadership, labeled the “four I’s” – four aspects that are
necessary to become an effective transformational leader: intellectual stimulation, individual consideration, inspirational
leadership, and idealized influence.
According to Bass (1985), intellectual stimulation refers to the ability of leaders to stir the intellectual interests and
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curiosities of their followers. Transformational leadership includes getting followers to be more creative when trying
to solve problems. Individual consideration refers to seeing followers as individuals and not as a group. The third “I”,
inspirational leadership, goes back to the main thrust of transformational leadership as a whole, which is to inspire
followers to improve and do better. It also means helping followers see the importance of the goals of the organization
and put them ahead of their own. The fourth “I,” according to Bass, is idealized influence. This concept is quite similar
to inspirational leadership, and refers to the importance of a leader earning the respect of one’s followers.
How it relates to this case study: Each of Bass’ “four I’s” could be applied to the Flanks situation. Intellectual
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stimulation may not directly apply to Flanks, as the desired changes in behavior are pretty cut and dried, without much
room for creativity. Nevertheless, it is important to help Flanks shift his point of view to see how his behavior may
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be negatively affecting the financial performance of the team – a point of view Flanks may not have realized. He also
needs to see how it is in the team’s best interest to keep the fans happy and coming to the ballpark, regardless of what
Flanks’ ultimate motives for managing at Topeka are. Additionally, Meebles can indicate that Flanks’ beer drinking is
threatening the future of the team, as the Turnips may have to leave St. Marks. Also, if the stadium deal falls through,
the team may have to fold (especially if Flanks keeps up his rowdy on-field behavior).
In terms of individual consideration, Meebles needs to try and see Flanks’ behavior from his point of view, as well
as try to understand the circumstances that have led Flanks to behave as he does. Meebles’ bitterness may be a result
of the fact that he did not retire as a player under his own terms – he was forced to retire after a freak accident left him
unable to play. Perhaps Meebles should discuss with Flanks how controlling his temper and improving his behavior
could help him as a manager.
In order to be successful at inspirational leadership, Meebles must have a clear vision for the team before he
approaches Flanks. If Flanks can see the general manager’s plan and understand it, he will likely be more willing to
see his part in that plan and adjust his behavior accordingly. It may not be a good idea to show Flanks, in an attempt to
stimulate good behavior, examples of how other Minor League managers act and comport themselves, as it may appear
Meebles is comparing Flanks to someone he would rather have as the manager of the team.
With respect to idealized influence, Meebles needs Flanks’ respect in order for any solution to have merit. The
only real way to do that is for Meebles to show Flanks the respect he deserves and be confident in laying out Meebles’
plan to help the team move on from this situation. Here Bass outlines the importance of charisma. The general manager
must be likable, because he’s already at a disadvantage for never having played professional ball, and may feel his
business degree hasn’t prepared him to deal with the situation. Flanks, a veteran Minor League coach and manager,
may not appreciate being asked to change his behavior. However, if Meebles exudes the proper respect for Flanks’
accomplishments, he may be more open to suggestion.
Transformational leadership, as defined by Kunert and Lewis (1989), can “motivate followers to accept and
accomplish difficult goals that followers normally would not have pursued” (p. 200). This can result in the followers
adopting the attitudes, beliefs, and goals of the leader. Meebles can do this by showing how important Flanks is to the
existence of the Turnips – not just as a manager, but as an ambassador of the team as well, and that winning is not the
most important goal.
Motivating Flanks to improve his behavior may be a difficult task, but if Meebles concentrates on including Flanks
in the overall mission of the team, and communicates that mission to him, Flanks will ultimately see how his behavior
is affecting the team’s future, as well as his own. DISTRIBUTE
Discussion Questions
1. Provide a detailed definition of transactional leadership, and outline how transactional leadership methods could be
applied to solve the Turnips’ problem. Is Meebles in a position to negotiate a transaction? Is Meebles employing
a transactional management style now, and if so, which one?
2. Provide a detailed definition of transformational leadership, and outline how its methods and concepts could be
applied to solve the Turnips’ problem. Refer to Bass’ (1985) “four I’s” of transformational leadership, and discuss
how Meebles can incorporate them into his dealings with Flanks. Which of the “four I’s” would be most effective
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in solving the problem? Which would be least effective?
3. Present various alternatives Meebles could use to alleviate the situation. Try to incorporate both transactional and
transformational methods and concepts in your suggestions. Specifically address Meebles’ use of vision, motivation,
and charisma in his handling of the situation. Conclude with a final recommendation as to how Meebles should
solve the problem and save the stadium deal.
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This content is copyright © Human Kinetics, Inc. and is not to be distributed, disseminated, or reproduced without permission.
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