Chan, A T S and Chan, E H W (2005) Impact of perceived leadership styles on work outcomes: Case of building professionals. Journal of Construction Engineering and Management, 131(4), pp. 413-422. ISSN 0733-9364
Abstract
The purpose of this study is to empirically evaluate the transformational and transactional leadership styles among building professionals in the construction industry. This is part of a large-scale research project undertaken by the writers. Bass's transformational leadership theory reported in 1985 was employed and tested in a sample of 510 professional employees from a cross section of qualified building professionals selected from four countries. The main objectives of the study are (1) to examine the extent of leaders who are perceived to use transformational and transactional leadership styles; (2) to identify which of the two leadership styles is best able to predict outcomes of "leader effectiveness," "extra effort by employees," and "employees" satisfaction with the leaders; and (3) to offer insight into the management theory for building professionals in business organizations. Results of the study suggest that all five of the transformational factors and three of the transactional factors are significantly correlated with leadership outcomes of leader effectiveness, extra effort by employees, and employees satisfaction. The results further supported that transformational leadership could augment transactional leadership in producing greater amounts of performance and satisfaction.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | leadership; professional development |
| Index terms: | management theory, leadership outcome, leadership style, building professional, effectiveness, construction industry, transformational leadership, professional development, satisfaction |
| Subjects: | project delivery, profession, leadership, industry analysis, professional development, management, performance management |
| Topics: | Quality Management, Organizational Design, Business Strategy, Research Practice, Project Management, Information Management, Roles and Professions |
| Descriptive scope: | 3 PCT |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here