Empowerment in project teams: a multilevel examination of the job performance implications

Tuuli, M.M. and Rowlinson, S. 2009. Empowerment in project teams: a multilevel examination of the job performance implications. Construction Management and Economics. 27 (5), pp. 473-498.

TitleEmpowerment in project teams: a multilevel examination of the job performance implications
AuthorsTuuli, M.M. and Rowlinson, S.
Abstract

An 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.

JournalConstruction Management and Economics
Journal citation27 (5), pp. 473-498
ISSN0144-6193
Year2009
PublisherTaylor & Francis
Digital Object Identifier (DOI)doi:10.1080/01446190902729713
Publication dates
Published2009

Related outputs

What empowers individuals and teams in project settings? A critical incident analysis
Tuuli, M.M. and Rowlinson, S. 2010. What empowers individuals and teams in project settings? A critical incident analysis. Engineering, Construction and Architectural Management. 17 (1), pp. 9-20.

Stakeholder management through relationship management
Rowlinson, S., Tuuli, M.M. and Koh, T.Y. 2010. Stakeholder management through relationship management. in: Atkin, B. and Borgbrant, J. (ed.) Performance improvement in construction management Abingdon Spon Press. pp. 173-193

Stakeholder management in the Hong Kong construction industry
Rowlinson, S., Koh, T.Y. and Tuuli, M.M. 2010. Stakeholder management in the Hong Kong construction industry. in: Chinyio, E. and Olomolaiye, P. (ed.) Construction stakeholder management Chichester Blackwell. pp. 216-239

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