The leadership role of sport administrators in South Africa is of prime importance as the local sports industry in South Africa is worth in excess of R2 billion annually. The most important variable in explaining sport administrators' success becomes leadership style. Sport administrators' roles are vital to the sporting industry and therefore the degree of job satisfaction they experience is of prime importance. The key objectives of the study were to determine the different styles of leadership available in sport administration departments, to identify factors affecting the progress and status of transformation in sport administration departments, to examine the factors affecting the progress of gender equity at tertiary institutions, to identify factors which influence job satisfaction or lack of it among sport administrators and coaches employed at tertiary institutions and to determine the organizational effectiveness of tertiary institution sport departments. The questionnaire was administered to 300 coaches who had to rate their sport administrators' leadership style and 140 sport administrators. A response rate of 78% (n=109) was obtained from sport administrators and 76% (n=227) were received from coaches. The data were analysed using the computer package SPSS. From the research the following conclusions can be drawn with respect to job satisfaction and leadership among sport administrators and coaches. The overall majority of the tertiary institution sport administrators adopted a transformational style of leadership. There was a lack of transformation in the industry and gender equity in the industry. There were reasonable de grees of satisfaction in the profession, however certain variables were more pronounced than others. The study proposed the following recommendations: Those sport administrators that are still practising a more transactional and laissez-faire approach to leadership should start adopting a more transformational approach to leadership. More females need to be placed in leadership positions at tertiary institution sport departments. With regard to transformation higher management at tertiary institutions should strive to create diversity by employing individuals from other race groups to ensure transformation at institutions of higher learning. This will also serve to rectify the imbalances of our past. Management at tertiary institutions should also strike a balance with regard to gender equity. With regard to improving coaches and sport administrators' job satisfaction higher management needs to adopt a policy of open communication between staff employed at the tertiary institution sport departments and themselves.

Thesis (Ph.D.)-University of KwaZulu-Natal, 2007.