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Title: Empowering the project team: impact of leadership style and team context
Authors: Tuuli, Martin Morgan
Rowlinson, Steve
Fellows, Richard
Liu, Anita
Keywords: Empowerment
Hong Kong
Person orientated leadership
Span of control
Task orientated leadership
Team interdependence
Issue Date: 2012
Publisher: © Emerald
Citation: TUULI, M.M. ... et al., 2012. Empowering the project team: impact of leadership style and team context. Team Performance Management, 18 (3), pp. 149 - 175.
Abstract: Purpose – This paper aims to examine the impact of leadership style and team context on structural and psychological empowerment perceptions in project teams. Design/methodology/approach – It was posited that span of control and within team interdependence will positively and significantly influence both structural and psychological empowerment. Person-orientated leadership style was also expected to positively impact both structural and psychological empowerment while task orientated leadership style was expected to have a negative impact. These hypothesized relationships were examined using ordinary least squares (OLS) regression and hierarchical linear modelling (HLM) with data obtained through a parallel quantitative questionnaire survey of construction client, consultant and contractor organizations in Hong Kong. Findings – No significant relationship was found between span of control and any facet of empowerment while team interdependence had a positive and significant relationship with psychological empowerment but not structural empowerment. Task-orientated leadership was positively and significantly related to psychological empowerment in the full sample and contractor teams but not in consultant and client teams. Person-orientated leadership was positively and significantly related to psychological empowerment in the full sample, consultant and client teams but not in contractor teams. Originality/value – The link between leadership style, team context and three facets of empowerment are examined compared with previous studies often focusing on one facet. Sub-sample analysis enabled more subtle differences of the impact of leadership style in different context to be revealed, an indication that samples may not be homogeneous.
Description: This article was published in the journal, Team Performance Management [© Emerald] and the definitive version is available at: http://dx.doi.org/10.1108/13527591211241006
Sponsor: This paper is partially supported by the Hong Kong RGC competitive earmarked research grant, project no. HKU 7021/02E, entitled “A cross-cultural study of power disposition in project procurement”.
Version: Accepted for publication
DOI: 10.1108/13527591211241006
URI: https://dspace.lboro.ac.uk/2134/11504
Publisher Link: http://dx.doi.org/10.1108/13527591211241006
ISSN: 1352-7592
Appears in Collections:Published Articles (Civil and Building Engineering)

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