Empowering the project team: impact of leadership style and team context

Abstract

PurposeThis paper aims to examine the impact of leadership style and team context on structural and psychological empowerment perceptions in project teams.Design/methodology/approachIt 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.FindingsNo 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/valueThe 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.

The Impact of Psychological Empowerment of Project-Oriented Employees on Project Success: A Moderated Mediation Model

“…These variables are closely related to empowerment practices; thus, it is elucidated that empowerment might lead to improved organisational performance. Morgan Tuuli et al (2012) found varying degrees of the positive relationship of task-orientated leadership and person-orientated leadership with three types of project teams, i.e., contractor teams, consultant teams, and client teams. Employees who feel themselves psychologically empowered experience a sense of ownership regarding their organisation and regarding their job responsibilities.…”

Kaitan Antara Kepimpinan, Prestasi Kerja, Kepuasan Kerja Dan Niat Meletakkan Jawatan Dalam Kalangan Kakitangan Akademik Politeknik Di Malaysia

“…Dari pemerhatian kajian lepas, kepimpinan telah didapati secara positif dapat dikaitkan dengan prestasi pekerja (Liden et al, 2008;Zaccaro, Rittman, & Marks, 2001). Ketua pasukan atau penyelia yang memperkasakan kepemimpinan mempunyai hubungan yang positif dengan pembangunan kepimpinan bersama, seterusnya memberi impak positif kepada prestasi (Fausing, Joensson, Lewandowski, & Bligh, 2015;Tuuli, Rowlinson, Fellows, & Liu, 2012;Lee, Lee, & Park, 2014). Pengurus atau pemimpin dapat meningkatkan prestasi organisasi melalui amalan tingkah laku seseorang pemimpin, secara tidak langsung dapat melahirkan kepercayaan pengikut dalam kepercayaan dengan maklumat yang disampaikan oleh ketua (Joseph & Winston, 2005;Errol & Bruce, 2005).…”

“…Ini disokong dengan kajian Liden et al, (2008) dan Zaccaro et al, (2001) bahawa kepimpinan telah didapati secara positif dapat dikaitkan dengan prestasi pekerja. Ketua pasukan atau penyelia yang memperkasakan kepemimpinan mempunyai hubungan yang positif dengan pembangunan kepimpinan bersama, seterusnya memberi impak positif kepada prestasi (Fausing et al, 2015;Tuuli et al, 2012;Lee et al, 2014). Malah Skill development (pembangunan kemahiran) dan coaching (kejurulatihan) untuk prestasi yang inovatif, di mana pemimpin mewujudkan peluang untuk latihan dan meningkatkan kemahiran orang bawahan (Konczak et al, 2000;Pearce & Sims, 2002).…”

“…Manakala kapasiti penyerapan adalah keupayaan untuk mengiktiraf nilai maklumat baru dan pengetahuan, dengan cara mengasimilasikan dan dilaksanakan (Nemanich et al, 2010). Ketua pasukan atau penyelia yang memperkasa kepemimpinan mempunyai hubungan yang positif dengan pembangunan kepimpinan bersama, seterusnya memberi impak positif kepada prestasi (Fausing et al, 2015;Tuuli et al, 2012;Lee et al, 2014). Malah, Spreitzer et al (1999), Leavy (2005), Slåtten et al (2011) dan Raffay (2011) dalam kajian mereka mendapati bahawa penyelia yang mengamalkan memperkasa kepimpinan kepada orang bawahan mereka sebagai lebih inovatif, mempengaruhi pihak atasan dan memberi inspirasi.…”

Análise psicométrica da escala de heteroavaliação de estilos de liderança

“…Estudos recentes sobre a temática apontam que a liderança exerce efeito sobre o desempenho da organização, quer seja efeito direto (Cherian & Farouq, 2013); quer seja moderado por outras variáveis (Wu, 2014). Além disso, os estilos de liderança também estão relacionados ao comprometimento dos empregados (Garg & Ramjee, 2013;Zanini, Santos, & Lima, 2015); à satisfação no trabalho (Chavaglia, Dela Coleta, Dela Coleta, Mendes, & Trevizan, 2013;Judge & Kammeyer-Mueller, 2012), ao empowerment, contexto e desempenho de equipes de trabalho (Dias & Borges, 2015;Tuuli, Rowlinson, Fellows, & Liu, 2012); bem como à aprendizagem organizacional, sobretudo em termos de capacidade de absorção (Sun & Anderson, 2012); e aprendizagem no trabalho, voltada para as estratégias de aprendizagem (Lins & Borges-Andrade, 2014) ou para os resultados de treinamento (Silva & Mourão, 2015).…”