THE INFLUENCE OF ORGANIZATIONAL INNOVATION CLIMATE, CORPORATE CULTURE AND TEAM SYNERGY ON THE INNOVATIVE LEADERSHIP OF SPORTS COACHES IN CHINESE UNIVERSITY

Abstract

Abstract—The reform and development of competitive sports in Chinese colleges and universities should adhere to the national system and explore a sports development model with Chinese characteristics. Active innovation has emerged as an efficient method for businesses to improve their performance and bolster their advantages over their rivals. Organizations need to pay attention to the role of knowledge reciprocity and social networks in influencing the innovative behavior of individual coaches. Young coaches need experience and education to develop desirable mental traits and focus on innovation. Coaches should be good at learning and gaining empirical knowledge from others' mistakes and successes and develop stable emotions, strong wills, and strong resilience in their work. Transparent teams use resources, collaborate, and produce. Leaders must promote teamwork to maximize results. A "culture of innovation" refers to an organization's shared assumptions, conventions, and beliefs, which contribute to a greater proclivity to seek out new knowledge, develop new skills, and create inventive solutions to issues. Team synergy can be promoted in five ways: competitiveness, team culture creation, team vision and goals, self-determination, and recognizing team triumphs. A risk-taking culture in the workplace helps employees perform better, so encouraging team culture and self-determination can foster an environment in which employees feel comfortable taking risks. Celebrating team successes can strengthen the bond between team members and increase their motivation to work towards common goals. It is critical for institutions to foster a climate that stimulates creativity and supports their coaches, leading to the creation of a creative and innovative culture within the university.