Rowlinson, S; Ho, T K K and Po-Hung, Y (1993) Leadership style of construction managers in Hong Kong. Construction Management and Economics, 11(6), pp. 455-465. ISSN 01446193
Abstract
Hong Kong’s construction industry is one of the most dynamic in the world and the Territory has a remarkable record of completing projects to budget in seemingly impossible times. Despite the fact that 97'% of the population is Chinese, the Territory remains under British Colonial rule (until 1 July 1997) making Hong Kong a meeting point for Western and Eastern cultures. This mixture of cultures raises interesting managerial issues and an issue particularly relevant to construction project management is leadership behaviour style. This paper studies the leadership styles of Hong Kong Chinese construction managers (by means of Fiedler’s Least Preferred Co-worker (LPC) scale and House’s styles grid) and compares these styles with those of their western counterparts. Hong Kong managers are found to be much more relationship-orientated than their western counterparts. The issue of the effect of situational variables on the style adopted is explored.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | design team leaders; Hong Kong; leadership; site staff |
| Index terms: | Hong Kong, design team leader, construction project management, construction industry, site staff, manager, leadership style, population, construction manager |
| Subjects: | practitioner, profession, industry analysis, leadership, demography, project management theory and practice, Geography |
| Topics: | Roles and Professions, Research Practice, Project Management, Geographical Context, Organizational Design, Urban Studies |
| Descriptive scope: | 3 PCT |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here