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Article: Empowering the project team: Impact of leadership style and team context

TitleEmpowering the project team: Impact of leadership style and team context
Authors
KeywordsEmpowerment
Hong Kong
Leadership
Person orientated leadership
Span of control
Task orientated leadership
Team interdependence
Issue Date2012
PublisherEmerald 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?
AbstractPurpose: 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 Identifierhttp://hdl.handle.net/10722/152825
ISSN
2015 SCImago Journal Rankings: 0.517
References

 

DC FieldValueLanguage
dc.contributor.authorTuuli, MMen_HK
dc.contributor.authorRowlinson, Sen_HK
dc.contributor.authorFellows, Ren_HK
dc.contributor.authorLiu, AMMen_HK
dc.date.accessioned2012-07-16T09:49:56Z-
dc.date.available2012-07-16T09:49:56Z-
dc.date.issued2012en_HK
dc.identifier.citationTeam Performance Management, 2012, v. 18 n. 3, p. 149-175en_HK
dc.identifier.issn1352-7592en_HK
dc.identifier.urihttp://hdl.handle.net/10722/152825-
dc.description.abstractPurpose: 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.languageengen_US
dc.publisherEmerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/tpm.htmen_HK
dc.relation.ispartofTeam Performance Managementen_HK
dc.subjectEmpowermenten_HK
dc.subjectHong Kongen_HK
dc.subjectLeadershipen_HK
dc.subjectPerson orientated leadershipen_HK
dc.subjectSpan of controlen_HK
dc.subjectTask orientated leadershipen_HK
dc.subjectTeam interdependenceen_HK
dc.titleEmpowering the project team: Impact of leadership style and team contexten_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://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+contexten_US
dc.identifier.emailTuuli, MM: m.m.tuuli@lboro.ac.uken_HK
dc.identifier.emailRowlinson, S:hrecsmr@hkucc.hku.hk-
dc.identifier.authorityRowlinson, S=rp01020en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1108/13527591211241006en_HK
dc.identifier.scopuseid_2-s2.0-84862494036en_HK
dc.identifier.hkuros201250en_US
dc.identifier.hkuros226173-
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-84862494036&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume18en_HK
dc.identifier.issue3en_HK
dc.identifier.spage149en_HK
dc.identifier.epage175en_HK
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridTuuli, MM=8257221700en_HK
dc.identifier.scopusauthoridRowlinson, S=7003696228en_HK
dc.identifier.scopusauthoridFellows, R=7005094453en_HK
dc.identifier.scopusauthoridLiu, AMM=54888537400en_HK

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