This article argues that the introduction of qualitative research methods into the study of leadership may improve this area of research by facilitating the introduction of a wider range of contextual variables into the investigation of leadership styles. It is also contended that such variables have the advantage of being grounded in people's experiences and are therefore more accesible to practitioners. These points are developed from the authors' research into the construction industry, in which the factors taken into account by leaders informing their leadership styles were investigated through intensive interviewing during three construction projects.
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