Critical Review
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1. The Paper’s Theoretical Development and Contribution
This paper has been conducted by Turner et al. intents to test the positive relationship between apologies and transformational leadership. Generally, this article logically illustrates the theoretical developments which lead to the hypotheses. In the first section of introduction part, the authors demonstrate the researching gap (how followers perceive leaders who make apologies) by examining the nature, the positive effects and the factors of an apology. Moreover, in the second section, statements about the four characteristics of transformational leadership and evolution of transformational leadership finally lead to hypotheses of this study.
Although more than forty academic articles have been utilized to support the authors’ points, some of them are irrelevant. For example, Liu and Wilson’s (2001) viewpoint that women struggle to be perceived as leaders has been applied to lead a discussion about the interaction between gender and transformational. Even women are frustrated to be perceived as leaders, there is no logical explanation why this could result in the interaction of apologies and leader gender on transformational leadership. On the other hand, some supportive theories or points are not included in the article. Lazare (2004) gives a statement that apologies are vital to reinforce relationships and maintain psychological wellness. This viewpoint could give the audience a direction that connects apologies to transformational leadership.
Overall, this paper has provided a new aspect to understand transformational leadership and apologia. Previous to this, researchers more concern about these two terminologies separately. Surprisingly, the results prove that apologizing
1. The Paper’s Theoretical Development and Contribution
This paper has been conducted by Turner et al. intents to test the positive relationship between apologies and transformational leadership. Generally, this article logically illustrates the theoretical developments which lead to the hypotheses. In the first section of introduction part, the authors demonstrate the researching gap (how followers perceive leaders who make apologies) by examining the nature, the positive effects and the factors of an apology. Moreover, in the second section, statements about the four characteristics of transformational leadership and evolution of transformational leadership finally lead to hypotheses of this study.
Although more than forty academic articles have been utilized to support the authors’ points, some of them are irrelevant. For example, Liu and Wilson’s (2001) viewpoint that women struggle to be perceived as leaders has been applied to lead a discussion about the interaction between gender and transformational. Even women are frustrated to be perceived as leaders, there is no logical explanation why this could result in the interaction of apologies and leader gender on transformational leadership. On the other hand, some supportive theories or points are not included in the article. Lazare (2004) gives a statement that apologies are vital to reinforce relationships and maintain psychological wellness. This viewpoint could give the audience a direction that connects apologies to transformational leadership.
Overall, this paper has provided a new aspect to understand transformational leadership and apologia. Previous to this, researchers more concern about these two terminologies separately. Surprisingly, the results prove that apologizing