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Conference Paper: Team morale and leadership styles of project managers in China construction projects

TitleTeam morale and leadership styles of project managers in China construction projects
Authors
KeywordsLeadership style
Project leader
Team morale
Issue Date2010
PublisherCIB Task Group.
Citation
The 2010 World Congress of CIB on Building a Better World, University of Salford, Salford, U.K., 10-14 May 2010. In Proceedings: TG59 and W112 - Special Track 18th CIB World Building Congress, 2010, p. 180-191 How to Cite?
AbstractThe relationships of project team morale and the supervisory styles of project leaders are examined in this paper based on P-M theories which assume dichotomous styles of performance-oriented and maintenance-oriented leadership. In P-M theories, leadership affects motivational arousal directly through a combination of pressure and support where the work structuring aspects of leadership, which affect motivation by clarifying paths to goals, are less central. Generally, previous research supported both P- and M-oriented leadership styles being consistently and positively related to organisational performance measures, although the M-oriented style of leadership was found to be more effective in functional organisations and P-oriented leadership was more effective in the engineering project field of temporary organisations. Situational contingencies in this study are assumed to affect subordinates’ interpretations of leadership primarily, i.e. the leadership styles reported by subordinates are assumed not to reflect the objective level of leadership behaviour. Instead, those measures reflect the amount of a leadership function that subordinates experience given their own personalities, cultural background and the situational contingencies that they face. The subjects in an exploratory study of joint venture projects in China reported in this paper reflect the influence of leadership styles on the level of team morale and project time performance in given sets of situational contingencies.
DescriptionW112 Culture in Construction: Paper ID: 779
Persistent Identifierhttp://hdl.handle.net/10722/136495

 

DC FieldValueLanguage
dc.contributor.authorYang, Jen_US
dc.contributor.authorLiu, Aen_US
dc.contributor.authorFellows, R-
dc.date.accessioned2011-07-27T02:17:02Z-
dc.date.available2011-07-27T02:17:02Z-
dc.date.issued2010en_US
dc.identifier.citationThe 2010 World Congress of CIB on Building a Better World, University of Salford, Salford, U.K., 10-14 May 2010. In Proceedings: TG59 and W112 - Special Track 18th CIB World Building Congress, 2010, p. 180-191en_US
dc.identifier.urihttp://hdl.handle.net/10722/136495-
dc.descriptionW112 Culture in Construction: Paper ID: 779-
dc.description.abstractThe relationships of project team morale and the supervisory styles of project leaders are examined in this paper based on P-M theories which assume dichotomous styles of performance-oriented and maintenance-oriented leadership. In P-M theories, leadership affects motivational arousal directly through a combination of pressure and support where the work structuring aspects of leadership, which affect motivation by clarifying paths to goals, are less central. Generally, previous research supported both P- and M-oriented leadership styles being consistently and positively related to organisational performance measures, although the M-oriented style of leadership was found to be more effective in functional organisations and P-oriented leadership was more effective in the engineering project field of temporary organisations. Situational contingencies in this study are assumed to affect subordinates’ interpretations of leadership primarily, i.e. the leadership styles reported by subordinates are assumed not to reflect the objective level of leadership behaviour. Instead, those measures reflect the amount of a leadership function that subordinates experience given their own personalities, cultural background and the situational contingencies that they face. The subjects in an exploratory study of joint venture projects in China reported in this paper reflect the influence of leadership styles on the level of team morale and project time performance in given sets of situational contingencies.-
dc.languageengen_US
dc.publisherCIB Task Group.en_US
dc.relation.ispartofProceedings of CIB World Building Congressen_US
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.subjectLeadership style-
dc.subjectProject leader-
dc.subjectTeam morale-
dc.titleTeam morale and leadership styles of project managers in China construction projectsen_US
dc.typeConference_Paperen_US
dc.identifier.emailYang, J: jyang@hkusua.hku.hken_US
dc.identifier.emailLiu, A: ammliu@hku.hken_US
dc.identifier.emailFellows, R: fellows@hkucc.hku.hk-
dc.identifier.authorityLiu, A=rp01432en_US
dc.description.naturepostprint-
dc.identifier.hkuros188780en_US
dc.identifier.spage180-
dc.identifier.epage191-
dc.description.otherThe 2010 World Congress of CIB on Building a Better World, University of Salford, Salford, U.K., 10-14 May 2010. In Proceedings: TG59 and W112 - Special Track 18th CIB World Building Congress, 2010, p. 180-191-

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