The current study aimed to determine the relationship between perceived coaching behaviours, motivation, self-efficacy and general self-efficacy of wrestlers who competed in the Super National Wrestling League. The sample consisted of 289 wrestlers. The Self-Efficacy Scale was used to measure self-efficacy perception, the Sports Motivation Scale to measure the motivation of the athletes, the Leadership Scale for Sport to determine perceived leadership behaviours, and the General Self-Efficacy Scale to determine the general self-efficacy perceptions of the athletes. For data analyses, SPSS 17.0 software was used. According to the results of the regression analyses performed with the enter method, it was found that perceived training and instruction behaviour along with perceived social support behaviour significantly explained self-efficacy (adjusted R2_ = .03), intrinsic motivation (adjusted R2 = .04) and amotivation (adjusted R2 = .05). Also, perceived training and instruction behaviour (β = .51), autocratic behaviour (β = -.17) and social support behaviour (β = -.27) significantly contributed to athletes’ general self-efficacy (adjusted R2 = .10). In light of these findings, it may be argued that perceived training and instruction behaviour may be beneficial for self-efficacy, general self-efficacy, intrinsic motivation, and amotivation. On the other hand, it could be stated that perceived autocratic behaviour may be detrimental for general self-efficacy of the athletes. As for social support behaviour, it may be suggested that it is negatively related to self-efficacy, general self-efficacy and intrinsic motivation. Lastly, a positive relationship was observed between perceived social support behaviour and amotivation in wrestlers. The results reveal the specific characteristics of wrestlers and suggest some implications for wrestling coaches.
Ersin Eskiler, Summani Ekici, Fikret Soyer and Ihsan Sari
The innovative behavior of individuals in the workplace is the foundation of any high-performance organization, and thus a study on the factors that motivate or enable individuals’ innovative behavior is critical (Scott, & Bruce, 1994). Therefore, the aim of this research was to find the relationship between organizational culture and innovative work behavior (IWB) in tourism enterprises that market sports services. Considering the fact that IWB is crucial for tourism enterprises, exploring the factors that influence IWB could be beneficial. Correlation analysis revealed that IWB was found to be significantly correlating with cooperativeness (r=0.442, p<0.05), innovativeness (r=0.510, p<0.05), consistency (r=0.522, p<0.05), and effectiveness (r=0.554, p<0.05). Additionally, stepwise regression analysis, which was conducted to discover whether organizational culture predicts IWB, showed a significant model: F(2-131)=33.775, p<0.05. The model explained 33% of the variance in IWB (Adjusted R2=0.33). In general, our findings suggest that there is a relationship between organizational culture and IWB and that organizational culture significantly predicts IWB. As IWB is crucial for the enhanced performance and success of any organization, organizational culture should be organized in order to encourage employees in terms of IWB.