A power-based leadership approach to project management
The concept of leadership relates to power structuring whereby the project leader may lead and motivate through power disposition. Power, in its diverse guises, combines interpersonal and structural elements and can be enhanced through political manoeuvring. Power may also be distributed unevenly between individuals in the project team. In this article a power-based model of project leadership is developed, underpinned by a behaviour-performance-outcome approach and an appropriate methodology is developed for testing the construction enterprises in China using structural equations modelling. The fitness indices show that the resulting model which postulates that the motivational function of good leadership operates through managing power gaps by means of power-sharing and power-amassing is acceptable. The effects (both predominant magnitudes and statistical significance) from the project managers' referent power to power-sharing and power-amassing show that the project manager's inherent personal traits and credentials are critical to his/her power exercising so as to motivate members to secure management effectiveness.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 24 (2006)
Issue (Month): 5 ()
|Contact details of provider:|| Web page: http://www.tandfonline.com/RCME20|
|Order Information:||Web: http://www.tandfonline.com/pricing/journal/RCME20|
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- repec:cup:apsrev:v:56:y:1962:i:04:p:947-952_00 is not listed on IDEAS
- Anita Liu & Richard Fellows & Z. Fang, 2003. "The power paradigm of project leadership," Construction Management and Economics, Taylor & Francis Journals, vol. 21(8), pages 819-829.
- Anthony Walker & Robert Newcombe, 2000. "The positive use of power on a major construction project," Construction Management and Economics, Taylor & Francis Journals, vol. 18(1), pages 37-44.
When requesting a correction, please mention this item's handle: RePEc:taf:conmgt:v:24:y:2006:i:5:p:497-507. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Chris Longhurst)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.