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The paper critically examines the formulation of the research problem, the literature review, methodology, data collection and findings of the research study detailed in the article, "Impact of Perceived Leadership Styles on Work Outcomes: Case of Building Professionals" by Antony Chan and Edwin Chan. The paper highlights the weaknesses in this study and posits that since the formulation of the research problem was not unique enough to warrant an interesting angle in analyzing transformational leadership, the research findings are, at best, similar to what have been uncovered by other research and studies on the topic.
Research Problem Formulation
Research Problem Formulation
From the Paper:"Chan and Chan's choice of transformation and transactional leadership styles in the context of professionals in the construction industry allowed the readers to dissect the strength of their research conceptualization at two levels: first, from the perspective of contributing to the growing literature of leadership theories, and second, determining the leadership style most appropriate for professionals in the construction industry.
"In terms of problem formulation at the first level, that of contributing to the growing literature of leadership theories, particularly transformational leadership theory, the authors have not succeeded in presenting a new or 'fresh' angle from which transformational leadership can be analyzed and studies about it can be further developed. If anything, the authors offered a new industry from which transformational leadership can be analyzed in terms of its applicability and effectiveness: the construction industry. Although not communicated explicitly in the report, this fresh point of view from professionals in the construction industry can hopefully contribute toextant literature on transformational leadership theory. Chan and Chan's research problem could potentially contribute to the analyses and strength of transformational leadership as a leadership style across different "work groups, " which, in the case of this study, are professionals from the construction industry (Garman, Davis-Lenane & Corrigan, 2003:811)."
Sample of Sources Used:
- Bass, B. (1985). Leadership and performance beyond expectations. NY: Free Press.
- Burns, J. (1975). Leadership. NY: Harper & Row.
- Cashman, K. (1998). Leadership from the inside out: becoming a leader for life. MN: TCLG.
- Chan, A. and E. Chan. (2005). "Impact of perceived leadership styles on work outcomes: case of building professionals." Journal of Construction Engineering and Management, Vol. 131, No. 4.
- Dvir, T., D. Eden, and B. Avolio. (2002). "Impact of transformational leadeship on follower development and performance: a field experiment." The Academy of Management Journal, Vol. 45, No. 4.
Cite this Article Review:
Leadership Styles in the Construction Industry: An Article Review (2012, June 26) Retrieved May 20, 2013, from http://www.academon.com/article-review/leadership-styles-in-the-construction-industry-an-article-review-151577/
"Leadership Styles in the Construction Industry: An Article Review" 26 June 2012. Web. 20 May. 2013. <http://www.academon.com/article-review/leadership-styles-in-the-construction-industry-an-article-review-151577/>