Leadership is key in sports management, as it allows organizations to endure over time. Leadership style determines how an organization or sports club works. The purpose of this study is to investigate employees’ perceptions of the leadership style of presidents (managers) in amateur clubs and how it influences the effort, efficiency and satisfaction of those employees. The sample consists of club managers (N
= 334), of whom 286 are men and 48 are women, with an average age of 42.05 (±9.64). The subordinate version of the Multifactorial Leadership Questionnaire is used, and it is found that club presidents mostly use the transformational style, regardless of sports discipline. A descriptive analysis of the qualitative variables consists of absolute and relative frequencies. ANOVA is used for comparisons between groups, and forward multiple regression is used to determine the effects of different variables. There are significant differences between the managers of collective and individual sports clubs in terms of efficiency (p
= 0.014) and satisfaction (p
= 0.04). Leadership style had significant effects on effort, effectiveness and satisfaction, while the genre and type of sport did not, corroborating the positive predictive power of the transformational and transactional styles. Transformational and transactional leadership styles positively and statistically significantly predict the extra effort of subordinates, the perceived effectiveness of leadership and satisfaction with the leader. Leadership training brings advantages in the stability and sustainability of sports clubs.
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