Essays on Transformational Leadership Development - Connecting Psychological and Behavioral Change Research Proposal

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The paper "Transformational Leadership Development - Connecting Psychological and Behavioral Change" is an outstanding example of a management research proposal.   Transformational Leadership Development article by Mason, Griffin and Parker (2014) explores the effect of transformational training on the psychological reaction of leaders. The abstract of the article starts by describing the aim of the study, which is to investigate the transformational leadership development. This is achieved by comparing the psychological reactions between leaders whose transformational leadership improve after training and the leaders who fail to improve after the training. Therefore, the researchers have succeeded in setting the pace for the rest of the article.

The rest of the abstract is well arranged giving an impression of a professional article since the right information is given and the protocol associated with the arrangement is followed. In summary, the researchers have succeeded in providing a brief description of the main parts of the article such as the methodology, results, and conclusion. Therefore, the abstract presents a clear representation of the entire article. This gives the reader an idea of what to expect in all the sections of the article. Introduction The introduction of the article starts with a paragraph containing ideas from several researchers who have observed problems or revealed a trend worth investigating.

The authors have succeeded in introducing their research question by introducing the gap in the first program of the introduction. In addition, the researchers have mentioned a huge figure that can assist readers to make sense of the study right from the beginning. The rest of the introduction presents related findings that are related to the research question. Although the introduction is well cited, most of the findings used are backdated.

For instance, the idea suggested by Burke and Day in their 1986 study that leadership training achieves only modest effects may be useful in the late 1980s but irrelevant today. Since this research was conducted in 2014, it is likely that leadership training has changed drastically during the 28 years since the study was conducted. For the credibility of sources, it is important to quote findings from different periods to explore the changes made.

References

Mason, C., Griffin, M., & Parker, S. (2014). Transformational leadership development: Connecting psychological and behavioral change. Leadership & Organization Development Journal, 35(3), 174-194.
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