The mediating role of organisational agility in the effect of psychological resilience of sport managers on job performance

In this thesis, the mediating role of organisational agility in the effect of psychological resilience levels of sport managers on their job performance was examined. Nowadays, in the sport sector, which is structurally shaped by the dynamics of speed and uncertainty, it is increasingly important for sport managers to have not only professional competencies and high levels of psychological resilience, but also the capacity to work effectively and harmoniously as required by agile organisations. Accordingly, the main purpose of this study is to analyse the multidimensional relationships between variables such as psychological resilience and organisational agility that affect the performance processes of sport managers and to analyse the reflections of these interactions on job performance in depth. The study was carried out using the relational survey model, one of the quantitative study methods. The population of the study consisted of sport managers working in Turkey and the sample consisted of 682 sport managers working in various public institutions, private sport clubs and sport organisations. Psychological Resilience, Job Performance and Organisational Agility Scales with proven validity and reliability were used as data collection tools. The obtained data were analysed through SPSS-25.0, ProcessMacro-v4.2 and LISREL-8.7 programs and the mediation effect was evaluated using structural equation modelling. The findings show that psychological resilience significantly affects job performance and organisational agility. A positive and significant relationship was found between psychological resilience and job performance (r=0.667; p<0.05). In addition, the relationship between psychological resilience and organisational agility is highly significant (r=0,776; p<0,05). The most striking finding is that the relationship between organisational agility and job performance is quite strong (r=0,879; p<0,05). These results reveal that the effect of organisational agility on job performance is significant. According to the results of structural equation modelling, the direct effect of psychological resilience on job performance was found to be significant (β=0.930, p<0.05) and the explanatory rate of the model was quite high (R²=0.67). However, when organisational agility was included in the model as a mediator variable, the effect of psychological resilience on job performance lost its significance (β=0,006, p=0,875). On the other hand, the indirect effect was significant (β=0.936) and was within the confidence intervals (LLCI=0.821; ULLCI=1.052). These findings reveal that organisational agility plays a full mediating role. Sobel test also supports this result (Z=21,8469, p<0,001). The hypotheses confirmed in the study show that the psychological characteristics of sport managers reflect positively on their performance only when supported by appropriate organisational conditions. All of the study hypotheses were confirmed and the model was tested with accuracy. The results obtained show that individual psychological resilience resources can be transformed into job performance within agile organisational structures. In this context, organisational agility plays a key role in transforming individual capacity into organisational output. The high explanatory level of the model (R²=0.88) clearly shows the determinant effect of organisational agility on managerial success. The results of this study provide direction for strategic development areas at individual and organisational level. Supporting psychological resilience-enhancing training programmes for sport managers with organisational agility principles may be effective in increasing managerial efficiency. Key Terms: Sport Managers, Psychological Resilience, Job Performance, Organisational Agility, Mediation Effect