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The current study analyzed Players’ Perception of Coaches’ Leadership Behavior as key to active contribution to team’s achievement: A case study of Rwanda Handball League. A descriptive design of correlation type was used. The total enumerators sampling technique was used with 165 players registered for the 2019/2020 Rwanda Handball League 2019/2020 season, and their ten head coaches considered participants. The data collection instruments were the perception model questionnaire of Leadership scale for sports (LSS), interview, and observation guides and team success record sheet. A Statistical Package for the Social Sciences (SPSS) program was used in analysis conducted at a 0.05 alpha level of probability. Regression statistics resulted in significant results F(5,164) = 24.986, p(.000) < a(.05) on joint prediction of team success by coaches' leadership behavior’s variables with adjusted R2=0.42 indicating that about 42.0% of variance was accounted for by the independent variables of coaches’ leadership behavior. It also revealed significant relative prediction of team success by democratic behavior (ß=0.229, t=1.196, p<0.05), autocratic behavior (ß=0.227, t=3.695, p<0.05) and positive feedback (ß=0.252, t=3.748, p<0.05). The Cronbach alpha reliability coefficients were 0.816 for the perception model of Leadership Scale for Sports and 0.677 for team success scale, reflecting good and reliable results. The study demonstrated a significant role of coaches' leadership behavior in prediction of success and achievements of Rwanda Handball League teams. Moreover, the study demonstrated a significant relative contribution of sub scales of democratic behavior, autocratic behavior, and positive feedback to team success prediction. This study emphasized the primordial role played by the coach’s behavior in coaching players and leading them to achieving team goals. Henceforth, the coach is highly recommended to develop inspiring behaviors promoting players’ focus, passion and dedication toward team goals and career progress.
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