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Article: Empowerment in project teams: A multilevel examination of the job performance implications
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TitleEmpowerment in project teams: A multilevel examination of the job performance implications
 
AuthorsTuuli, MM1
Rowlinson, S1
 
KeywordsEmpowerment climate
Hierarchical linear modelling (HLM)
Job performance behaviours
Psychological empowerment
Social cognitive theory (SCT)
 
Issue Date2009
 
PublisherRoutledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.asp
 
CitationConstruction Management And Economics, 2009, v. 27 n. 5, p. 473-498 [How to Cite?]
DOI: http://dx.doi.org/10.1080/01446190902729713
 
AbstractAn integrative multilevel model of empowerment and job performance behaviours is advanced, building on social cognitive theory (SCT). Empowerment climate is hypothesized as influencing individual and team performance behaviours directly and partially through individual and team (psychological) empowerment. Using survey responses from 380 individuals, nested in 115 project management teams, we tested the direct, indirect and cross-level relationships delineated in the multilevel model, using a combination of OLS regression models and hierarchical linear modelling (HLM). Empowerment climate positively related not only directly to both task and contextual performance behaviours but partially through both individual and team empowerment. At the team level, empowerment climate also positively related directly to taskwork and teamwork behaviours and partially through team empowerment. The results suggest that empowerment climate and psychological empowerment play complementary roles in engendering individual and team performance behaviours and are therefore not mutually exclusive. The findings are also evident of convergence in management practices across cultures as well as different work contexts and further provide concrete targets of manipulation by organizations and leaders desirous of empowering individuals and teams in the project context.
 
ISSN0144-6193
2012 SCImago Journal Rankings: 0.696
 
DOIhttp://dx.doi.org/10.1080/01446190902729713
 
ReferencesReferences in Scopus
 
DC FieldValue
dc.contributor.authorTuuli, MM
 
dc.contributor.authorRowlinson, S
 
dc.date.accessioned2010-10-28T08:51:00Z
 
dc.date.available2010-10-28T08:51:00Z
 
dc.date.issued2009
 
dc.description.abstractAn integrative multilevel model of empowerment and job performance behaviours is advanced, building on social cognitive theory (SCT). Empowerment climate is hypothesized as influencing individual and team performance behaviours directly and partially through individual and team (psychological) empowerment. Using survey responses from 380 individuals, nested in 115 project management teams, we tested the direct, indirect and cross-level relationships delineated in the multilevel model, using a combination of OLS regression models and hierarchical linear modelling (HLM). Empowerment climate positively related not only directly to both task and contextual performance behaviours but partially through both individual and team empowerment. At the team level, empowerment climate also positively related directly to taskwork and teamwork behaviours and partially through team empowerment. The results suggest that empowerment climate and psychological empowerment play complementary roles in engendering individual and team performance behaviours and are therefore not mutually exclusive. The findings are also evident of convergence in management practices across cultures as well as different work contexts and further provide concrete targets of manipulation by organizations and leaders desirous of empowering individuals and teams in the project context.
 
dc.description.naturepostprint
 
dc.identifier.citationConstruction Management And Economics, 2009, v. 27 n. 5, p. 473-498 [How to Cite?]
DOI: http://dx.doi.org/10.1080/01446190902729713
 
dc.identifier.doihttp://dx.doi.org/10.1080/01446190902729713
 
dc.identifier.eissn1466-433X
 
dc.identifier.epage498
 
dc.identifier.hkuros172895
 
dc.identifier.issn0144-6193
2012 SCImago Journal Rankings: 0.696
 
dc.identifier.issue5
 
dc.identifier.openurl
 
dc.identifier.scopuseid_2-s2.0-68049120614
 
dc.identifier.spage473
 
dc.identifier.urihttp://hdl.handle.net/10722/124162
 
dc.identifier.volume27
 
dc.languageeng
 
dc.publisherRoutledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.asp
 
dc.publisher.placeUnited Kingdom
 
dc.relation.ispartofConstruction Management and Economics
 
dc.relation.referencesReferences in Scopus
 
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License
 
dc.subjectEmpowerment climate
 
dc.subjectHierarchical linear modelling (HLM)
 
dc.subjectJob performance behaviours
 
dc.subjectPsychological empowerment
 
dc.subjectSocial cognitive theory (SCT)
 
dc.titleEmpowerment in project teams: A multilevel examination of the job performance implications
 
dc.typeArticle
 
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Author Affiliations
  1. The University of Hong Kong