Business Model of Elite Sport Clubs in Ethiopia: Association with the impact of Leadership style and Business Environment

Abstract

Background: A business model is the design and articulation of several business model components or building blocks (Osterwalder, 2004) to construct a proposition that can generate value for customers and, as a result, for the company.

Objective: - The goal of this study was to look at the use of the business model in elite sports clubs in Ethiopia, as well as its relationship with the impact of leadership style and environment.

Methodologies: In  Ethiopia's premier sports clubs, an  analytical cross- sectional study was conducted. Self-administered and standard questionnaires were used to collect data. A total of 118 study participants (n=118) were chosen at random from various sports groups. Data is analysed using frequency, percentage, and macro process tests.

Result: -The association between leadership style and business model is not direct in this study, with a direct effect CI95 = (-.0745 to.1792). The indirect effect is equal to Bootstrap CI95 = (0.011 to 0.2423), indicating that the business environment has a significant role in mediating the relationship between leadership style and business model. Leaders have knowledge gaps about  operating  business  strategy,  according  to  30  (25.4  percent)  of respondents. Respondents indicated that government activities (38.32%) and market developments (55.46%) were the most significant influences on the business environment when it came to the operation of the business model. Conclusion: - In order to obtain business strategy, sports clubs had to deal with important issues such as leadership style and business environments. Leaders of sports clubs should work to develop their skills and adopt a transformational leadership style. To design sports club business strategies, sports regulating organizations should rewrite sports policy  and market