Motivated and Responsive: Peer-Leader Attributes Supporting Delivery of a National Walking Program

Peer-led physical activity programs can support healthy aging, yet the leader-related factors that sustain their delivery are not well understood. This study investigates how peer-leader attributes and motivation influence leadership outcomes critical for program sustainability. A 12-week prospective survey was conducted with 131 trained walking group leaders (mean age = 62.7 years). Guided by the Self-Determination Theory, we examined how autonomous and controlled volunteer motivation and peer-leader attributes related to leadership outcomes. Participants completed measures of motivation at baseline (Time 1), perceptions of peer-leader attributes at midpoint (Time 2), and leadership outcomes at the end of the study (Time 3). Exploratory factor analysis identified three leadership attributes: supportive disposition, responsive leadership, and relational influence. Hierarchical regression analyses tested how these attributes, alongside autonomous and controlled motivation, predicted role satisfaction, perceived efficacy, and continuation intentions. Results showed that responsive leadership predicted both role satisfaction and perceived efficacy, while Relational Influence predicted satisfaction. Autonomous motivation also contributed to higher satisfaction and efficacy, with these models explaining around 23% to 26% of variance. Continuation intentions were minimally predicted by individual factors, suggesting other organizational influences. This study adds to the literature by providing a validated, brief measure of peer-leader attributes and clarifying how specific leader behaviors and motivations shape rewarding leadership experiences. For public health research and practice, findings indicate that selecting and training peer leaders should emphasize responsiveness and participant-focused behaviors, alongside supporting leaders' psychological needs for autonomy. While these factors enhance satisfaction and efficacy, sustaining long-term participation may require broader organizational support, offering guidance for program design and policy initiatives.