Abstract
Considering the increasing interpersonal, emotional, and performance-related demands in modern sports organizations, understanding the managerial factors that support employee voice behavior and performance has become an important research need. This study aims to examine the effects of sports managers' emotional intelligence and communication skill levels on employee voice and employee performance. A total of 196 people (60 sports managers and 136 employees) participated in the study. Data were collected using the Personal Information Form and standardized measurement instruments—including the Emotional Intelligence Trait Scale, Active-Empathic Listening Scale, Employee Voice Scale, and Employee Performance Scale—with established psychometric properties. Descriptive statistics were performed using SPSS software, while path analysis was conducted using AMOS software. Following preliminary assumption testing, the data were analyzed using the proposed model, which yielded acceptable fit indices, and results were reported using standardized path coefficients at the p ≤ .05 and p ≤ .001 levels. The findings indicate that increases in sports managers' emotional intelligence levels significantly improve their communication skills (β = 0.35), while improvements in communication skills significantly increase employee voice (β = 0.46) and employee performance (β = 0.28). Furthermore, it was found that increases in employee voice have a strong and direct effect on employee performance (β = 0.41). The findings show that improving the emotional intelligence of sports managers significantly strengthens active and empathetic listening skills, which are one of their communication skills. Furthermore, it has been revealed that employee voice is a direct and powerful determinant of employee performance. In conclusion, this study shows that sports managers' emotional intelligence and communication skills provide important findings that can form the basis for organizational policies aimed at increasing employee voice and performance. Overall, the study provides novel insights into leadership practices in sports organizations, offering evidence-based guidance for policies aimed at enhancing employee engagement and performance.
Keywords: Emotional Intelligence, Communication skills, Employee voice, Employee performance
Introduction
Institutional and structural developments in the field of sports management have necessitated the planning, organization, and supervision of sports organizations with a more professional approach. In this context, there is a growing need for qualified sports managers who can run sports institutions based on scientific principles and play an effective role in management processes. The ability of qualified sports managers to offer their organizations opportunities such as sustainable success, a healthy working environment, and strong organizational commitment largely depends on their individual competencies, such as emotional intelligence and communication skills [45].
Emotional intelligence and communication skills, which are among the essential competencies for sports managers [40], play a significant role in effective leadership and sustainable management within contemporary sports organizations. Emotional intelligence, in particular, is a multidimensional construct encompassing an individual’s ability to perceive, understand, regulate, and appropriately manage both their own emotions and those of others [50]. It is argued that sports managers with high emotional intelligence levels can recognize their own emotions through self-awareness, manage these emotions through self-regulation, and act in ways that increase the morale and motivation of their employees through these skills [3]. Indeed, such managers contribute significantly to the process of achieving organizational goals by establishing healthier relationships with different stakeholders, such as staff, coaches, athletes, and parents [44].
At this point, communication skills also emerge as a complementary element in managers' effective fulfillment of their leadership roles. Communication is a two-way process in which meaning and reality are socially constructed; it plays a vital role in managerial functions such as information transfer, relationship building, decision-making, strategy implementation, conflict management, and trust building [34]. Although closely related, emotional intelligence represents an intrapersonal capacity, whereas communication skills reflect its interpersonal behavioral manifestation. Despite their close empirical association, emotional intelligence and communication skills remain conceptually distinct constructs. Emotional intelligence refers to an internal psychological capacity related to emotion perception and regulation, whereas communication skills represent observable interpersonal behaviors shaped by this capacity. Specifically, emotional intelligence is theorized to influence communication through mechanisms such as emotion regulation, empathy, and sensitivity to social cues, which facilitate more effective interpersonal interactions [54]. The strong association observed between these constructs therefore reflects theoretical proximity rather than conceptual redundancy. There appears to be a strong relationship between emotional intelligence and communication at both theoretical and practical levels; it is emphasized that individuals with high emotional intelligence can cope with stress more easily, control their reactions, and establish more open, effective, and healthy dialogues in communication processes thanks to their self-confident attitudes [13, 21, 29]. In this context, addressing emotional intelligence and communication skills together necessitates a holistic approach in assessing the leadership capacities of sports managers.
By operationalizing communication skills through the lens of Active and Empathetic Listening, this research positions Emotional Intelligence (EI) as the ''driver'' and empathetic listening as the ''vehicle''. As posited by Mayer and Salovey [39], the capacity for emotional regulation and understanding serves as a direct determinant of the quality of social interactions. Consequently, modeling a directional path from EI to CS is theoretically justified,for empathetic listening to be both authentic and efficacious within the specific context of sports management, it necessitates a foundational layer of emotional awareness.
Within this scope, the first hypothesis of our study was formulated as follows:
H1: The emotional intelligence characteristics of sports managers positively affect their communication characteristics.
Employees in sports institutions
Their Roles and Expectations Individuals working in sports organizations are active in various areas of expertise that serve the organization's goals and strategies [22]. In this context, coaches, health personnel, sports education specialists, civil servants, engineers, support services, youth leaders, and administrative staff play important roles in sports organizations in Turkey.
Each position not only supports athletic success but also plays critical roles in ensuring the organization's operations are sustainable and effective [11]. In this context, when seeking solutions to problems encountered in organizational processes, feedback and suggestions from employees can be considered an important resource. Employees' contributions to management based on their knowledge, experience, and observations create a strategic opportunity for organizational development [41]. In this regard, the concept of employee voice is defined as employees expressing their concerns, offering innovative ideas, and warning about potential problems through open and constructive communication, with the aim of improving organizational processes and increasing performance [30].
In this context, the effective fulfillment of individual tasks is as important as the success of organizational processes and must be carefully addressed [17]. Employee performance is a critical determinant of organizational goal attainment, reflecting the degree to which employees execute their tasks and responsibilities effectively and efficiently [51]. There is a relationship between employee voice and employee performance,employees expressing their opinions and suggestions contributes to improving team performance and acts as a mechanism that encourages organizational innovation [10]. Furthermore, employees' clear expression of their thoughts on organizational processes increases their psychological commitment to their work, creating positive effects on both individual and organizational performance outcomes [47]. The information and diagnostic feedback shared by employees who voice their opinions form the cognitive resources of organizational resilience, thereby increasing organizations' capacity to adapt to change. In this regard, it is stated that employees who effectively use their voice demonstrate higher levels of performance and are evaluated as more successful individuals by organizations [59].
In line with the specified theoretical framework and literature, the following hypothesis has been developed to be tested in the study.
H2: Employee voice positively affects employee performance.
Interaction between sports managers and employees and organizational outcomes
Interaction between sports managers and employees is critically important for the success and sustainability of sports organizations. This relationship not only enhances managerial decision-making but also directly influences employee motivation, commitment, and the overall work environment quality [55]. Effective management of human relations and communication strengthens cooperation and facilitates goal achievement in sports organizations [57].
Theoretical rationale linking variables
The psychological mechanism linking sports managers' emotional intelligence, communication skills, employee voice, and performance can be understood as follows: Managers with high emotional intelligence can perceive and regulate both their own and employees’ emotions effectively, which allows them to communicate in ways that reduce stress and increase engagement. Such communication fosters employees’ perception of being heard and valued, enhancing their willingness to express ideas, concerns, or suggestions—i.e., their voice [25, 58]. Motivational Language Theory [48] supports this by demonstrating that the use of directive, empathetic, and participative language encourages employee participation in decision-making.
Moreover, employee performance is influenced through transparent and supportive communication [38]. When managers clarify goals and expectations and provide timely information, employees perceive organizational fairness and support, which increases motivation and performance [20, 23]. System Theory [33] further explains that effective communication strengthens the hierarchical structure of organizational systems, ensuring that employees understand their roles and how their contributions affect overall outcomes.
While previous research has frequently concentrated on the functional outcomes of managerial communication, the present study situates these interactions within a broader framework integrated with Motivational Language Theory and Systems Theory. The presence of active and empathetic listening skills among sports managers transcends mere information transfer; it functions as a critical driver in fostering a climate of psychological safety, which contemporary literature identifies as a fundamental prerequisite for employee voice. By synthesizing these leadership dynamics with established theoretical perspectives, this study aims to bridge the gap between niche sectoral applications and overarching organizational behavior models.
Based on this theoretical framework, the following hypotheses are proposed:
H3: Communication skills of sports managers have a positive influence on employee voice.
H4: Communication skills of sports managers positively affect employee performance.
Present study
Today's sports organizations have evolved from structures focused solely on sporting success to more complex and multidimensional organizations centered on employee satisfaction, organizational communication, and sustainable management. In the context of this transformation, it is emphasized that managers' emotional intelligence and communication skills play a decisive role in employee engagement and job performance [1, 31]. Particularly in Turkey, where Provincial Directorates of Youth and Sports are public-based sports institutions, encouraging employee voice and improving employee performance is critical in terms of enhancing service quality and strengthening the social impact of these institutions.
In this regard, this study aims to examine the effects of sports managers' emotional intelligence and communication skills on employee voice and performance within the framework of a structural equation model. This will enable the observation of direct and indirect relationships between sports managers and employees. Our study aims to comprehensively and holistically analyze the causal relationships between the concepts in question, based on systems theory, motivational language theory, and relevant literature. In the literature, there are limited studies that evaluate the variables included in our study together [5, 31, 58], and the lack of research evaluating employees and sports managers together paves the way for the study to make an original and meaningful contribution to the literature.
In this context, the primary research problem is to examine whether the emotional intelligence and communication skills of managers working in sports institutions, such as the Provincial Directorates of Youth and Sports in Turkey, have a significant effect on employees’ voice and performance. The aim of the study is to analyze the relationships between sports managers’ emotional intelligence and communication skills and employees’ voice and performance, and based on the findings, to provide both theoretical and practical contributions for developing more effective, participatory, and sustainable management strategies in Turkish sports institutions.
Method
Research model
This study examines the effects of emotional intelligence and communication skills possessed by managers working in sports organizations on employees’ voice and performance. As presented in Fig. 1, the model posits that managers’ emotional intelligence positively influences their communication skills (H₁). It is further hypothesized that managers’ communication skills positively affect employee voice (H₃) and employee performance (H₄). In addition, employee voice is assumed to have a positive effect on employee performance (H₂). The proposed model aims to provide a comprehensive perspective on how managers’ personal and social competencies in sports organizations influence employees’ attitudes, behaviors, and performance in the workplace. The hypotheses in the model will be tested using Path analysis to determine the direction and strength of the relationships among the variables.
Fig. 1.
Conceptual research model of the study
Procedure, study group and ethics
Data were collected from 62 sports managers and 140 individuals employed in various positions. Responses from two sports managers (3.2%) and four employees (2.8%) were excluded from the analysis due to incomplete or erroneous questionnaire completion. Consequently, the data of a total of 196 participants were included in the analysis.
The mean age of the 60 sports managers was x̄ = 47.05 ± 7.74 years, while the mean age of the 136 employees was x̄ = 37.65 ± 8.04. Data collection was conducted through both face-to-face and online methods with the Provincial Directorates of Youth and Sports in Trabzon and Rize. In addition to demographic information regarding managers and employees, the research instruments were transferred into a web-based Google Form. The researchers distributed the survey links to participants via social media and also visited the provincial directorates to collect data in person. All participants took part in the study on a voluntary basis, and informed consent was secured after they were given comprehensive information regarding the research.
The study received ethical approval from the Social and Human Sciences Ethics Committee of Recep Tayyip Erdoğan University (Date: 26.03.2025; Approval No: 2025/122). In addition, research authorization was obtained from the Ministry of Youth and Sports (No: E-36592570–605–10923763; Date: 15/05/2025). Data collection was carried out using a convenience sampling technique, as the study relied on voluntary participation and accessibility through institutional visits and online distribution channels within the sports sector. To ensure adequacy of the sample size, guidelines from the literature on structural equation modeling were taken into account. According to Kline [37], a minimum of 200 participants is recommended to reduce the likelihood of estimation errors. Moreover, the N:q rule, which provides a practical ratio between the number of cases (N) and estimated parameters (q), was applied [37]. Based on Kline’s suggested ratio of 20:1, the structural model in the present research—comprising seven parameters, including demographic variables—required at least 140 participants. A power analysis was performed to determine the required sample size using G*Power software (v3.1.9.7, Franz Faul, Germany). Based on a point biserial correlation model with an effect size of f2 = 0.30, a significance level of a = 0.05, and a statistical power of 0.95, the analysis indicated that a minimum of n = 134 participants was required for the study. Thus, the achieved sample size of 196 was considered sufficient for the planned analyses.
Table 1 presents a summary of the participants’ demographic characteristics. Among managers (N = 60), the majority were male (81.7%), while females constituted 18.3%. For employees (N = 136), males represented 58.1%, with females accounting for 41.9%. Regarding occupational distribution, branch managers (41.6%) and chiefs (23.4%) were the most common positions among managers, whereas employees were mainly officers (48.6%), trainers (36.7%), and sport specialists (14.7%). Concerning educational status, most managers (81.6%) and employees (83.9%) held an undergraduate degree, with a smaller proportion having graduate-level education (15.1% and 13.9%, respectively). These demographic profiles indicate a predominantly male workforce with a relatively high educational background across both groups.
Table 1.
Demographic profile of managers and employees
| Variable | Frequency (n) | Percentage (%) | Variable | Frequency (n) | Percentage (%) |
|---|---|---|---|---|---|
| Managers | Employees | ||||
| Gender | Gender | ||||
| Female | 11 | 18.3 | Female | 57 | 41.9 |
| Male | 49 | 81.7 | Male | 79 | 58.1 |
| Occupation | Occupation | ||||
| Branch Manager | 25 | 41.6 | Trainer | 50 | 36.7 |
| Chief | 14 | 23.4 | Sport Specialist | 20 | 14.7 |
| Facilities Manager | 5 | 8.3 | Officer | 66 | 48.6 |
| Other Unit Directors | 14 | 23.4 | |||
| Provincial Director | 2 | 3.3 | |||
| Educational Status | Educational Status | ||||
| High School | 2 | 3.3 | High School | 3 | 2.2 |
| Undergraduate | 49 | 81.6 | Undergraduate | 114 | 83.9 |
| Graduate | 9 | 15.1 | Graduate | 19 | 13.9 |
| Total | 60 | 136 |
Instruments
Personal information form
This form consists of questions regarding the gender, age, educational status, and position within the institution of managers and employees.
Emotional intelligence
To assess sports managers’ emotional intelligence, the Trait Emotional Intelligence Questionnaire–Short Form (TEIQue-SF), originally developed by Petrides and Furnham [43], was employed. This instrument aims to gauge individuals’ self-awareness of their emotional competencies. Its Turkish adaptation and reliability analysis were carried out by Deniz, Özer, and Işık [16]. The scale comprises 20 items across four subdimensions, with a Cronbach’s alpha of 0.81 and a test–retest reliability coefficient of 0.86 for the entire measure [16].
Employee voice
To measure employees’ attitudes toward their institutions, the “Employee Voice Scale,” developed by Van Dyne and LePine [53] and adapted into Turkish by Çetin and Çakmakçı [14], was used. The scale consists of six items and yields a total score. In the Turkish adaptation study, the Cronbach’s alpha coefficient was calculated as 0.84. The scale includes statements such as “I make suggestions concerning issues related to my organization” and “I openly express my opinions about new projects or changes.”
Employee performance
Employee performance was measured using the Individual Performance Scale developed by Kirkman and Rosen [35] and adapted to Turkish by Çöl [15]. This single-dimension instrument contains four items and demonstrated an internal consistency coefficient of 0.82. An example item is, “I exceed my work goals.”
Communication skills
The Active-Empathic Listening Scale, developed by Drollinger et al. [19] and adapted by Özçılnak [42], was used to assess the communication skills of sports managers. In the scale, the lowest possible score is 11 points, while the highest possible score is calculated as 77 points. High scores on the scale indicate that the participant has a high level of skill in the specified dimension. In the original study by Drollinger and colleagues, the scale’s Cronbach’s alpha was reported as 0.95, while in the adaptation study it was found to be 0.99.
Data analysis
Descriptive statistical analyses were carried out with SPSS 27 (IBM Corp., Armonk, NY, USA), including computations of mean, standard deviation, minimum, maximum, frequency, and percentage to describe the distribution of variables within the sample (n = 196). To examine linear relationships between the main study variables, Pearson correlation coefficients were calculated, with interpretation thresholds defined as weak (0.00–0.30), moderate (0.30–0.50), strong (0.50–0.70), and very strong (0.70–1.00) [27]. The internal consistency of the measurement tools was assessed using Cronbach’s alpha, considering coefficients above 0.60 acceptable [36]. Normality was evaluated through skewness and kurtosis, with values between ± 2 regarded as satisfactory [24]. All statistical prerequisites for the planned analyses were fulfilled.
Although a full structural equation modeling (SEM) framework was initially specified, preliminary analyses indicated that key assumptions required for the estimation of a latent variable SEM were not adequately met. Specifically, limitations related to sample size relative to model complexity and measurement model stability constrained the reliable estimation of a full SEM. Therefore, the analytical strategy was revised, and path analysis using observed variables was employed as a more appropriate and statistically robust alternative for examining the hypothesized directional relationships among the study variables. This decision was made prior to hypothesis testing and reflects a methodological consideration rather than a post hoc analytical adjustment. Accordingly, all subsequent analyses and model evaluations reported in this study are based on the path analytic framework.
Path analysis was applied using AMOS version 25 (IBM Corp., Armonk, NY, USA) to test the hypothesized model. Model adequacy was evaluated through multiple fit indices, including: (a) chi-square/df ratio ≤ 5, (b) RMSEA ≤ 0.80, (c) GFI ≥ 0.90, (d) CFI ≥ 0.90, and (e) TLI ≥ 0.80 [26]. The decision to retain the final model was based on three considerations: (1) consistency with univariate findings, (2) preservation of the conceptual framework, and (3) acceptable fit statistics. Multicollinearity among predictors was checked using a VIF cut off 5 [46], and no issues were observed. Standardized regression weights (β) were reported to present both direct and indirect effects, with significance levels set at p ≤ 0.05 and p ≤ 0.001.
Results
Preliminary analysis results
The confirmatory factor analysis results for the scales and their goodness-of-fit indices are presented in Table 2.
Table 2.
Goodness-of-fit range values for the scales
| Scales | χ2/df | P-value | GFI | CFI | RMSEA | IFI |
|---|---|---|---|---|---|---|
| AFR | ≤ 5 | >.05 | ≤.90 | ≤.90 | ≤.08 | ≤.90 |
| Emotional Intelligence | 1.88 | 0.001 | 0.99 | 0.98 | 0.06 | 0.98 |
| Employee Voice | 2.28 | 0.001 | 0.98 | 0.98 | 0.08 | 0.98 |
| Employee Performance | 2.37 | 0.001 | 0.98 | 0.99 | 0.08 | 0.99 |
| Communication Skills | 1.64 | 0.001 | 0.99 | 0.90 | 0.05 | 0.91 |
AFR Acceptable Fit Ranges, χ2/df Chi-Square/Degrees of Freedom, RMSEA Root Mean Square Error of Approximation, GFI Goodness-of-Fit Index, TLI Tucker-Lewis Index, CFI Comparative Fit Index
Referance = [26]
Confirmatory factor analysis (CFA) was conducted separately for each measurement scale to evaluate the adequacy of the measurement models. As presented in Table 2, the Emotional Intelligence scale demonstrated good model fit (χ2/df = 1.88), with high incremental fit indices (CFI = 0.98; IFI = 0.98) and an excellent GFI value (0.99), although the RMSEA value was above the commonly recommended threshold. The Employee Voice scale also exhibited acceptable to good fit indices (χ2/df = 2.28; GFI = 0.98; CFI = 0.98; IFI = 0.98), with an RMSEA value of 0.08, indicating an adequate level of approximation error. Similarly, the Employee Performance scale showed satisfactory model fit (χ2/df = 2.37), supported by high comparative and incremental fit indices (CFI = 0.99; IFI = 0.99) and an acceptable RMSEA value (0.08). Finally, the Communication Skills scale yielded the most favorable fit statistics overall, with a low χ2/df ratio (1.64), strong goodness-of-fit (GFI = 0.99), acceptable comparative fit (CFI = 0.90; IFI = 0.91), and a low RMSEA value (0.05). Taken together, the CFA results indicate that all measurement scales demonstrated an overall acceptable level of model fit and were suitable for use in subsequent path analysis.
The comprehensive results of the factor analyses are illustrated in Table 3. The analysis revealed that the standardized factor loadings for all items surpassed the 0.30 criterion, while the goodness-of-fit indices aligned with the prescribed thresholds. These findings indicate that the original constructs of the scales were successfully confirmed in the current study, providing evidence for sufficient structural validity. In terms of reliability, the CR values exceeded 0.70, ensuring internal consistency. Similarly, the AVE values achieved the 0.50 benchmark, thereby supporting the convergent validity of the measurement models.
Table 3.
DFA results for the scales
| Scales | Item | Standardized Factor Loadings | Standard Error | t-Value | AVE | CR |
|---|---|---|---|---|---|---|
| Emotional Intelligence | EI1 | 0.807 | 0.029 | 28.23*** | .686 | .920 |
| EI2 | 0.909 | 0.020 | 45.31*** | |||
| EI3 | 0.926 | 0.019 | 48.66*** | |||
| EI4 | 0.800 | 0.029 | 27.26*** | |||
| Employee Voice | EV1 | 0.671 | 0.044 | 15.16*** | .515 | .873 |
| EV2 | 0.665 | 0.045 | 14.84*** | |||
| EV3 | 0.639 | 0.047 | 13.66*** | |||
| EV4 | 0.779 | 0.034 | 23.13*** | |||
| EV5 | 0.902 | 0.023 | 39.15*** | |||
| EV6 | 0.715 | 0.040 | 17.94*** | |||
| Employee Performance | EP1 | 0.645 | 0.052 | 12.37*** | .516 | .792 |
| EP2 | 0.704 | 0.048 | 14.60*** | |||
| EP3 | 0.826 | 0.042 | 19.72*** | |||
| EP4 | 0.607 | 0.055 | 11.05*** | |||
| Communication Skills | CS1 | 0.966 | 0.005 | 204.20*** | .976 | .998 |
| CS2 | 0.995 | 0.001 | 1269.20*** | |||
| CS3 | 0.992 | 0.001 | 780.60*** | |||
| CS4 | 0.990 | 0.001 | 661.60*** | |||
| CS5 | 0.985 | 0.002 | 449.50*** | |||
| CS6 | 0.985 | 0.002 | 459.90*** | |||
| CS7 | 0.983 | 0.002 | 406.90*** | |||
| CS8 | 0.995 | 0.001 | 1197.40*** | |||
| CS9 | 0.997 | 0.001 | 1741.90*** | |||
| CS10 | 0.985 | 0.002 | 441.80*** | |||
| CS11 | 0.996 | 0.001 | 1400.40*** |
CR Composite Reliable, AVE Average Variance Extracted
***p <.001
Descriptive statistics and correlation analyses
Descriptive statistics and correlation results for sports managers and employees are presented in Table 4.
Table 4.
Participants' descriptive statistics and correlation results
| Scales | Mean (min–max) | SD | Sk | Ku | α | 1 | 2 | 3 | 4 | |
|---|---|---|---|---|---|---|---|---|---|---|
| 1.EI (Manager) | 23.10 (8–28) | 3.96 | −1.15 | 2.12 | .90 | - | ||||
| 2.CS (Manager) | 66.93 (58–76) | 4.36 | 0.03 | −0.47 | .99 | .32* | - | |||
| 3.EV | 25.85 (14–30) | 3.95 | −0.91 | 0.19 | .87 | .11 | .33* | - | ||
| 4.EP | 18.04 (12–20) | 2.03 | −0.89 | 0.11 | .78 | .05 | .27* | .54** | - |
Sk Skewness, Ku Kurtosis, EI Emotional Intelligence, CS Communication Skills, EV Employee Voice, EP Employee Performance
**P <.01
*P <.05
The average scores of sports managers were found to be EI (x̄ = 23.10 ± 3.96) and CS (x̄ = 66.93 ± 4.36), respectively. Employees' voice scores (x̄ = 25.85 ± 3.95) and employee performance scores (x̄ = 18.04 ± 2.0) were determined. To test whether the normality assumption was met, the skewness (Sk) and kurtosis (Ku) values of the variables included in the study were examined at the univariate and multivariate levels. Examination of the data indicated no violations of normality. Skewness values ranged from −1.15 to 0.03, and kurtosis values ranged from 0.11 to 2.12. The Cronbach’s alpha coefficients for the constructs in the study range from 0.78 (EP) to 0.99 (CS), as detailed in Table 4 [49].
Correlation analyses
The correlation coefficients between variables involving sports managers and employees, as well as the direction and strength of these relationships, are reported in Table 2. There is a moderate (r = 0.32, p < 0.05) positive and significant relationship between sports managers' emotional intelligence and communication levels. There is a moderate (r = 0.33, p < 0.05) positive and significant relationship between the communication levels of sports managers and the voice levels of employees. Similarly, there is a moderate (r = 0.32, p < 0.05) positive and significant relationship between the communication levels of sports managers and the performance of employees. Finally, there is a moderate (r = 0.54, p < 0.05) positive and significant relationship between employee voice and performance.
Path analysis results
The structural model results presented in Table 5 indicate that the direct effects both between sports managers and employees and within each group are statistically significant.
Table 5.
Path analysis – direct effects table
| Path | Unstandardized β | Standardized β | SE | CR | p-value |
|---|---|---|---|---|---|
| EI → CS | 0.416 | 0.352 | 0.142 | 2.92 | < 0.003 |
| CS → EV | 0.392 | 0.467 | 0.083 | 4.74 | < 0.001 |
| CS → EP | 0.122 | 0.283 | 0.048 | 2.56 | < 0.010 |
| EV → EP | 0.211 | 0.411 | 0.042 | 5.05 | < 0.001 |
EI Emotional Intelligence, CS Communication Skills, EV Employee Voice, EP Employee Performance
Path model results indicate that sports managers' emotional intelligence traits have a positive and significant effect on their communication skills (β = 0.352, SE = 0.14, CR = 2.92, p < 0.003).
Similarly, employee voice was found to have a positive and significant effect on employee performance (β = 0.411, SE = 0.04, CR = 5.05, p < 0.001). The effect of sports managers' communication skills on employee voice (β = 0.467, SE = 0.08, CR = 4.74, p < 0.001) and performance (β = 0.283, SE = 0.04, CR = 2.56, p = 0.010) was found to be positive and statistically significant.
According to the findings, a 1-unit increase in sports managers' emotional intelligence traits increases their communication by 0.35 units. A 1-unit increase in employee voice again increases employee performance by 0.41 units. A 1-unit increase in sports managers' communication skills increases employee voice by 0.46 units and employee performance by 0.28 units (Fig. 2).
Fig. 2.
Path analysis with bootstrap standardized coefficients
Discussion
Emotional intelligence plays a critical role in many areas of modern organizational structures, from leadership to teamwork [6]. Similarly, communication skills are not only a process of information transfer but also one that reinforces mutual understanding and cooperation [52]. In sports organizations, high levels of emotional intelligence and communication skills among managers increase employees' courage to express themselves, thereby strengthening employee voice and, as a result, directly contributing to organizational performance [5]. On the other hand, deficiencies in these skills can lead to employees withholding their ideas, loss of motivation, and poor performance [2]. This perspective indicates that the mutual interaction between sports managers and employees can positively support the development of organizational culture. In this context, the aim of the study is to examine the effects of sports managers’ emotional intelligence and communication skills on employees’ voice and performance using path analysis.
Higher levels of emotional intelligence tend to co-occur with higher levels of communication skills among sports managers. From a theoretical perspective, this finding supports frameworks that conceptualize emotional intelligence as a fundamental individual resource underlying interpersonal and relational competencies in organizational contexts. In other words, managers with a greater capacity to understand and regulate their emotions tend to report higher levels of open, empathetic, and constructive communication, which is consistent with the core assumptions of emotional intelligence theory. Similarly, Wittmer and Hopkins [56] reported that leaders with higher emotional intelligence demonstrate more effective communication and stronger interpersonal interactions. The consistency of the present findings with previous studies [7, 12] further supports the robustness of this relationship within the sports management context.
By examining the emotional intelligence–communication relationship in the context of sports management-characterized by high emotional demands, intensive interpersonal interaction, and hierarchical coordination-the present study extends existing theoretical knowledge. In this regard, the findings contribute to the literature by demonstrating that the relational implications of emotional intelligence remain salient in sport organizations, thereby providing contextual depth to emotional intelligence theory. From a practical standpoint, these findings suggest that initiatives aimed at enhancing sports managers’ emotional intelligence may be associated with improvements in organizational communication. Accordingly, training programs focusing on emotional awareness, emotion regulation, and empathy may indirectly support the development of healthier communication climates within sport organizations.
Employee performance tends to be higher in organizational environments where employees are able to express their opinions, suggestions, and criticisms, indicating a positive association between employee voice and performance levels. From a theoretical perspective, this finding is consistent with frameworks that conceptualize employee voice as a fundamental mechanism through which employees contribute to organizational functioning by sharing work-related knowledge, ideas, and concerns. When voice are perceived as valued and safe, employees tend to exhibit higher levels of cognitive and behavioral engagement in their work, which aligns with the core assumptions of social exchange theory and psychological safety theory. Previous studies have similarly reported positive relationships between employee voice and performance outcomes [8]. The present findings further demonstrate that this relationship remains salient in the context of sport organizations, where hierarchical structures and high performance pressures are particularly pronounced, thereby providing a contextual contribution to the literature.
It can be argued that the findings contribute to theoretical knowledge by extending employee voice theory to the sport management context and by offering insight into how voice operate in organizational environments characterized by high emotional demands and strong performance orientation. In this regard, the findings suggest that employee voice functions not only as an individual behavior but also as a relational process that supports knowledge sharing and collective effectiveness within sport organizations. From a practical standpoint, these findings imply that organizational practices that foster psychological safety and encourage open communication may be associated with employee performance. When employees believe that expressing their ideas and suggestions will not lead to negative consequences, they are more likely to participate actively in organizational decision-making processes, which may indirectly support performance enhancement [18].
Higher levels of managerial communication skills among sports managers tend to co-occur with higher levels of employee voice, particularly in organizational environments characterized by open, clear, and supportive communication. From a theoretical perspective, this finding is consistent with frameworks that conceptualize managerial communication styles as important antecedents of employee voice. Specifically, the confirmation of H3 suggests that managers' communication skills—particularly active and empathetic listening—act as a catalyst for employee voice. Within the framework of Social Exchange Theory (SET), when managers exhibit high-quality communication, they provide employees with ''socio-emotional resources''. This creates a sense of reciprocity; employees feel compelled to contribute back to the organization by sharing their ideas and concerns.
Furthermore, as emphasized in contemporary literature, employee voice in this context functions as a psychological mechanism rather than a stagnant outcome. Empathetic listening reduces the perceived risk of speaking up, thereby fostering a climate of psychological safety. When employees feel safe, the 'voice' transcends being a mere output and becomes a vital tool for maintaining organizational balance. This alignment with the core tenets of Systems Theory highlights how managerial communicative inputs are transformed into systemic feedback loops, ultimately strengthening the organizational structure.
In particular, open and supportive communication by managers is likely to strengthen employees’ perceptions of psychological safety and inclusion, thereby increasing their willingness to express ideas, suggestions, and concerns. This interpretation aligns with the core assumptions of employee voice theory and leader–member exchange (LMX) theory. Cardon et al. [9] similarly demonstrated that healthy communication between managers and employees enhances employee voice. In addition, Jolly and Lee [32] reported that managers’ communication skills are positively related to employees’ voice, which is consistent with the findings of the present study.
Beyond confirming previous empirical findings, the present study provides a contextual contribution to the literature by demonstrating that the communication–voice relationship remains salient within sport organizations, where hierarchical structures and performance pressures are particularly pronounced. In this regard, the findings suggest that managerial communication functions as a relational mechanism that supports the development of participatory organizational cultures in sport management settings. From a practical standpoint, training programs focusing on active listening, clarity, and supportive feedback may indirectly contribute to the development of more participatory and inclusive organizational climates within sport organizations.
The finding that higher levels of managerial communication skills correlate with enhanced employee performance is consistent with theoretical approaches that conceptualize communication as a vital organizational asset. Beyond mere task clarity, the confirmation of H4 can be elucidated through Conservation of Resources Theory. In the high-pressure and volatile environment of the sports sector, effective and empathetic managerial communication functions as a 'social resource' that prevents resource depletion among employees. By providing supportive and constructive feedback, managers help employees accumulate the psychological energy necessary to maintain goal focus and work effectiveness.
Furthermore, from a Systems Theory perspective, this communicative process acts as a transformative 'throughput' that converts managerial inputs into productive outputs. When managers utilize Motivational Language Theory, they don’t just clarify roles; they replenish the employee’s resource pool, which in turn fuels sustained engagement and higher performance levels. This interpretation aligns with the core assumptions of Social Exchange Theory, where the manager's communicative support is 'repaid' through increased task effort and organizational commitment. Consequently, performance is not merely a functional result of instructions but a systemic outcome of a resource-rich psychological environment.
Accordingly, Imam et al. [28] reported that strengthening communication processes within organizations is positively associated with employee performance. Similarly, Ali and Anwar [4] found that managers’ communication skills enhance employees’ goal clarity and, consequently, their performance, which is consistent with the findings of the present study.
Beyond supporting previous empirical evidence, the present study provides a contextual contribution to the literature by demonstrating that the communication–performance relationship remains salient in the context of sport organizations, where performance pressure and hierarchical coordination are particularly pronounced. In this regard, the findings suggest that managerial communication functions as a relational resource that supports employee effectiveness in sport management settings. From a practical standpoint, training programs focusing on clarity, feedback, and supportive interaction may indirectly contribute to more effective task execution and sustained employee motivation within sport organizations.
Conclusion
The results reveal that as sports managers' emotional intelligence levels increase, their communication skills also rise significantly; communication skills, in turn, have a direct positive impact on employee voice and performance. Furthermore, employee voice was found to be a strong predictor of employee performance. These findings highlight that employee voice functions as a vital psychological mechanism linking managers’ emotional intelligence and communication skills to performance outcomes, underscoring the study’s theoretical contribution.
While the personal and communicative competencies possessed by sports managers play a decisive role in employee performance, the results also indicate the practical importance of fostering a culture of open communication within organizations. Developing such a culture enhances employees’ motivation, facilitates constructive feedback, and strengthens overall organizational effectiveness.
Finally, by clarifying the interrelated yet distinct roles of emotional intelligence and communication skills, this study provides actionable insights for both leadership development and organizational practices in sports management, emphasizing the strategic value of investing in managers’ psychological and interpersonal.
Recommendations and limitations
The findings of this study offer significant implications for both organizational behavior theory and leadership practice within the sports sector. Theoretically, this study extends Motivational Language Theory by demonstrating that empathetic and direction-giving language does not merely convey information but acts as a primary antecedent of psychological safety in high-pressure sports environments. By integrating Systems Theory with Social Exchange Theory, the results illustrate that managerial communication functions as a systemic 'input' that initiates a reciprocity cycle, where 'employee voice' is the psychological mechanism of feedback. This challenges the 'weak theory' approach by providing a robust explanation of how socio-emotional resources are converted into tangible organizational outputs, such as enhanced performance.
Moving beyond a purely normative perspective, these theoretical insights necessitate a shift in how sports leadership is developed. Practically, implementing emotional intelligence development programs for sports managers is not merely a soft-skill upgrade but a strategic intervention to replenish the organizational resource pool. It is recommended that institutional bodies, such as the Ministry of Youth and Sports, transition from traditional technical training toward programs specifically designed to enhance these socio-emotional competencies. Furthermore, performance evaluation processes for sports managers should evolve to reflect these systemic requirements. Evaluations should not be limited to technical competencies—such as periodic promotion examinations—but should incorporate psycho-social metrics, including emotional intelligence and communicative efficacy. Such an approach ensures that managers are equipped to maintain the 'psychological safety' necessary for systemic resilience and sustained employee performance.
Employee voice may be further supported through the promotion of mentoring programs and structured feedback mechanisms aimed at strengthening internal communication within Provincial Directorates of Youth and Sports. Such initiatives may, in turn, contribute to improvements in employee performance. The relationship identified between employee voice and performance underscores the importance of institutionalizing an open communication culture within organizations. Accordingly, it is recommended that organizations increase the frequency of regular meetings in which employees are encouraged to express their opinions freely. Demonstrating active and empathetic listening behaviors during these meetings may support the performance development of employees at all levels.
Beyond its practical implications for sports organizations, the findings also contribute to the broader management and leadership literature by highlighting the role of emotional intelligence and communication skills in employee performance. The proposed model offers a framework that may be applicable across different organizational contexts and sectors. Future research could extend this model by incorporating additional constructs such as organizational cynicism and organizational commitment, thereby enabling the development of a more comprehensive structural equation model.
Despite these contributions, several limitations should be acknowledged. First, the structural equation model initially envisaged in the study could not be fully implemented because the underlying model assumptions were not adequately met; consequently, the analyses were conducted using path analysis. Although path analysis provides valuable insights into the relationships among variables, it offers more limited opportunities for measurement validation compared to full structural equation modeling. Second, while the study included both sports managers and employees, the relatively small number of sports managers in the sample constitutes an important limitation and partially restricts the generalizability of the findings. Finally, all core variables were collected using self-report instruments within a single research design. Therefore, the potential influence of common method variance (CMV) cannot be entirely ruled out and should be considered when interpreting the results.
Authors’ contributions
E.Ö. and G.Ç. designed the study, reviewed the literature, collected the data, and prepared the article. G.Ç. performed the data analysis. Finally, all authors reviewed the text and completed the research.
Funding
This research did not receive any specific grant from funding agencies in the public, commercial, or not-for-profit sectors.
Data availability
All the data used in this article to support the study’s findings are available but not publicly accessible, due to their confidential nature. Nevertheless, in case of necessity and upon a reasonable request, the author can share the data with the permission of respondents.
Declarations
Ethics approval and consent to participate
This investigation was approved by the authors’ University Ethics Committee (Recep Tayyip Erdoğan University Social and Human Sciences Ethics Committee: Date: 26/03/2025, No: 2025/122). The study was conducted in accordance with the principles of the Declaration of Helsinki. Participation in the research was voluntary, and informed consent was obtained from all participants prior to data collection.
Before data collection, written informed consent was obtained from all participants.
Consent for publication
Not applicable.
Competing interests
The authors declare no competing interests.
Footnotes
Publisher’s Note
Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.
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Associated Data
This section collects any data citations, data availability statements, or supplementary materials included in this article.
Data Availability Statement
All the data used in this article to support the study’s findings are available but not publicly accessible, due to their confidential nature. Nevertheless, in case of necessity and upon a reasonable request, the author can share the data with the permission of respondents.