Meers' study is qualitative in character. The goal of his review was to explore how the selected leaders made sense of the activities by understanding the framework of the experience themselves. It had been vital to the efficacy of his research to comprehend the perspectives of the leaders as they related their life encounters and what impact they observed these incidents having on the authority development. As life activities are best related in tale format, it best offered this study for the researcher to work with personal interviews with members as the primary approach to data collection. The reviews that leaders told about their formative life experiences cannot be broken down into easily manipulated variables, but rather must be recognized as whole happenings that carry complicated meanings for each and every specific. As Meers started out his analysis, a theory had not been offered for proving or dis-proving, however, along the way of data collection a theory have emerge. This is consistent with the qualitative strategy and specifically the grounded theory method. Strauss and Corbin (1998) define grounded theory as: "theory that was derived from data, systematically gathered and examined through the research process" (pg. 12). The theoretical construction of how effective market leaders learn from significant life activities developed through this study fits this definition. The problem studied through this job was the significant life encounters of effective market leaders with the procedure being control and the phenomenon being how these leaders learned using their respective significant encounters. The exploration of leaders' life experiences shifted from the details of every individual's reviews to generalizations that can be put on the broader area of control development.
The purpose of this study was to find the role that significant life occurrences played in the introduction of effective leaders. The usage of the term "significant" in explaining life occurrences could sound relatively limiting; however the intent of this review was for members to determine for themselves just what a "significant" life event requires. Employing a semi-structured interview process, leaders regarded as being effective were interviewed to explore this is they made out of certain life activities. Through analysis of the information the author attemptedto discover common appearing designs which impacted their development.
1) What's leadership? and
2) Just how do market leaders develop? or, From where do market leaders come?
Alignment of Research Question, Purpose Statement, and Problem Statement
The writer of this paper believes that the study questions, the purpose statement, and the challenge statement are well aligned. First, predicated on the research question(s), it was critical for the researcher to provide a clear description of control. In doing this, he could establish a base for his review. Meers' study looked at "effective market leaders". It was critical for Meers to recognize what a highly effective leader is. He does this through his review of books and the id of leadership based on a longitudinal research that included theory from numerous pioneers in the field of authority and organizational studies.
Meers also needed to research the foundations of command development. Most specifically, it was critical for him to include prior research ideas of how a person becomes a innovator and what sort of person evolves and refines authority skill and attributes.
Meers' purpose assertion effectively describes the study questions using concise words.
Literature Used to recognize Gaps and Tensions within the Literature
Meers dissertation carries a comprehensive literature overview of previous studies. He started out his review by defining control, which he accomplished through his own obtained knowledge. After defining control, the question (mentioned recently) that then arises is: How are market leaders developed? Where do they come from?
To answer these questions, Meers viewed to the sooner work of Thomas Carlysle called the "Great Man" theory (Wren, 1995). Meers then addressed the transformation of leadership theory during the mid part of the twentieth century. He relied on the studies conducted by Conger (1992) and Fulmer (1997) who both examined the relationship between leaders and managers and whose work provided Meers with a definite difference between management and leadership.
Fulmer's research regarding early leadership training provided Meers with an overview of where the field has been, where it was during his research and where he saw it going (Fulmer, 1997).
The studies conducted by Burns (1978), Greenleaf (1970) and Kegan (1982) provided Meers with more info regarding the change of control theory. In his seminal work, Command, Burns (1978) suggested the idea that there were really two kinds of authority: transactional and transforming (or transformational). Burns' (1978) work then motivated others to get started to think of leadership as not the same as management, with authority being much more focused on interactions with enthusiasts and especially on influencing others to accomplish common goals. For the purposes his research, Meers did not conduct an intensive examination of servant command and transformational authority, but instead focused on the impact the articulation and popularization of these forms of management have had after the field of authority training and development. He appeared to the study of Greenleaf because of this information. Kegan's theory of moral development impacted the world of management training and development, mainly by introducing his idea of development. Meers was detailed in his choice to include the work of the three theorists. Meers' longitudinal article ends with the modern work of Peter Senge (1990) who centered closely on the organization as a learning business.
Meers makes a nice changeover from his section on the introduction of the organization to the real experiences of market leaders and managers and exactly how emphasis has been positioned upon learning from work encounters, specifically upon using these activities as preparation for advancement to raised levels of management or command. Again, Meers cited the works of Senge (1990) and Kegan (1982), and also centered on the work of Robert E. Quinn (1996) who explored the value of personal change in leading organizational change.
To further set up the building blocks for his region of study, Meers searched to the task of Ronald Heifetz of the Kennedy School of Federal government at Harvard University or college who helped bring forth the value of learning from personal experience and specifically the way the representation on certain encounters has become a part of some executive management education programs. A particular method that Heifetz developed and one he uses extensively in his training at Harvard is the "Case-in-point" technique where students in the classroom bring their encounters to class and essentially become their own case studies (Parks, 2005).
Also included in Meers' literature review is the qualitative analysis conducted by Shamir, Dayan-Horesh and Adler (2005) where they explored the life-stories that market leaders tell. The goal of their research was to extrapolate common themes or templates in the market leaders' reviews that might provide further information into authority development. Shamir, et al (2005) made the truth that a leader's own report and even how he/she tells it has a strong impact after how influential they may be with their enthusiasts.
Meers described the task of Avolio (1994) whose work, although cutting edge in the area of authority development influenced by life encounters, was somewhat limited. The purpose of Avolio's review was to explore the relationship between certain life experience and identify transformational command behaviours. Avolio (1994) chosen the life encounters he was going to analyze. Meers explained in his dissertation that while this is a legitimate method of a quantitative study, it limited the choices of the market leaders in regard to which experience they could identify as having impacted their development (Meers, 2009, p. 31). Another limitation to the study that Meers reported was at the more small focus on determined "transformational" market leaders and especially after specific transformational manners. Avolio's analysis found some relationship between certain experiences and certain transformational market leaders but it did not provide a lot of insight into the general impact of life events or experiences after command development (Avolio, 1994).
Much like the work conducted by Avolio, Meers viewed to a study completed by Bennis and Thomas (2002). Bennis and Thomas discovered what they call "crucible experiences" that they identify as those experiences that generally consisted of high stakes and often were tragic in dynamics. There have been also spaces in this study. Much like Avolios (1994) research, the field was limited as the leaders interviewed felt more inclined to speak about encounters that they regarded as having an impact directly after their management development. Meers thought that this way may not have told the entire report regarding development as the individuals most likely automatically limited themselves in the experiences they selected as having influences. Also, Meers experienced that the experts conducting this review failed to identify the meaning of control.
Due to these limits, Meers thought that there was room for further research to be conducted with identified leaders and how they perceived that they had been influenced by their own significant life events.
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