Impact of perceived leadership styles on work outcomes: Case of building professionals

Antony T.S. Chan, Hon Wan Edwin Chan

Research output: Journal article publicationJournal articleAcademic researchpeer-review

71 Citations (Scopus)


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.
Original languageEnglish
Pages (from-to)413-422
Number of pages10
JournalJournal of Construction Engineering and Management
Issue number4
Publication statusPublished - 1 Apr 2005


  • Construction industry
  • Leadership
  • Professional development

ASJC Scopus subject areas

  • Civil and Structural Engineering
  • Building and Construction
  • Industrial relations
  • Strategy and Management


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