Leadership style and power relations in quantity surveying in Hong Kong

Abstract

The realization of construction projects brings together a diversity of individuals and organizations, variously forged into groups and teams, in which power is important in shaping leader/follower behaviour. Quantity surveyors, being primarily project cost consultants and procurement/contractual advisers, are employed both by the clients' and the contractors' organizations. This paper investigates aspects of leadership style and power within quantity surveying in both clients' and contractors' project 'teams'. The empirical work employed two questionnaires, developed from established instruments and completed by samples of team leaders and team members. Some differences emerged between quantity surveyors working for consultants' organizations (acting on behalf of the client) and those working for contractors' organizations. The results confirm the relationship orientation of clients' consultant quantity surveyors, who tend to adopt the supportive style of leadership. The directive style of leadership showed negative impact. Power distance was found to exceed that measured previously for Hong Kong and expert power was the most important power source.