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Article: Empowering the project team: Impact of leadership style and team context
Title | Empowering the project team: Impact of leadership style and team context |
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Authors | |
Keywords | Empowerment Hong Kong Leadership Person orientated leadership Span of control Task orientated leadership Team interdependence |
Issue Date | 2012 |
Publisher | Emerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/tpm.htm |
Citation | Team Performance Management, 2012, v. 18 n. 3, p. 149-175 How to Cite? |
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. © Emerald Group Publishing Limited. |
Persistent Identifier | http://hdl.handle.net/10722/152825 |
ISSN | 2023 Impact Factor: 1.6 2023 SCImago Journal Rankings: 0.449 |
ISI Accession Number ID | |
References |
DC Field | Value | Language |
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dc.contributor.author | Tuuli, MM | en_HK |
dc.contributor.author | Rowlinson, S | en_HK |
dc.contributor.author | Fellows, R | en_HK |
dc.contributor.author | Liu, AMM | en_HK |
dc.date.accessioned | 2012-07-16T09:49:56Z | - |
dc.date.available | 2012-07-16T09:49:56Z | - |
dc.date.issued | 2012 | en_HK |
dc.identifier.citation | Team Performance Management, 2012, v. 18 n. 3, p. 149-175 | en_HK |
dc.identifier.issn | 1352-7592 | en_HK |
dc.identifier.uri | http://hdl.handle.net/10722/152825 | - |
dc.description.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. © Emerald Group Publishing Limited. | en_HK |
dc.language | eng | en_US |
dc.publisher | Emerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/tpm.htm | en_HK |
dc.relation.ispartof | Team Performance Management | en_HK |
dc.subject | Empowerment | en_HK |
dc.subject | Hong Kong | en_HK |
dc.subject | Leadership | en_HK |
dc.subject | Person orientated leadership | en_HK |
dc.subject | Span of control | en_HK |
dc.subject | Task orientated leadership | en_HK |
dc.subject | Team interdependence | en_HK |
dc.title | Empowering the project team: Impact of leadership style and team context | en_HK |
dc.type | Article | en_HK |
dc.identifier.openurl | http://library.hku.hk:4550/resserv?sid=HKU:IR&issn=1352-7592&volume=18&issue=3&spage=149&epage=175&date=2012&atitle=Empowering+the+project+team:+Impact+of+leadership+style+and+team+context | en_US |
dc.identifier.email | Tuuli, MM: m.m.tuuli@lboro.ac.uk | en_HK |
dc.identifier.email | Rowlinson, S:hrecsmr@hkucc.hku.hk | - |
dc.identifier.authority | Rowlinson, S=rp01020 | en_HK |
dc.description.nature | link_to_subscribed_fulltext | - |
dc.identifier.doi | 10.1108/13527591211241006 | en_HK |
dc.identifier.scopus | eid_2-s2.0-84862494036 | en_HK |
dc.identifier.hkuros | 201250 | en_US |
dc.identifier.hkuros | 226173 | - |
dc.relation.references | http://www.scopus.com/mlt/select.url?eid=2-s2.0-84862494036&selection=ref&src=s&origin=recordpage | en_HK |
dc.identifier.volume | 18 | en_HK |
dc.identifier.issue | 3 | en_HK |
dc.identifier.spage | 149 | en_HK |
dc.identifier.epage | 175 | en_HK |
dc.identifier.isi | WOS:000211686500002 | - |
dc.publisher.place | United Kingdom | en_HK |
dc.identifier.scopusauthorid | Tuuli, MM=8257221700 | en_HK |
dc.identifier.scopusauthorid | Rowlinson, S=7003696228 | en_HK |
dc.identifier.scopusauthorid | Fellows, R=7005094453 | en_HK |
dc.identifier.scopusauthorid | Liu, AMM=54888537400 | en_HK |
dc.identifier.issnl | 1352-7592 | - |