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Qian Shi  - - - 
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Jing Du

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Joe Horlen

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Conference 0 Reads 0 Citations Directive vs. Empowering Leadership in Temporary Project Teams: An Agent-Based Modeling Approach Yikun Zhou, Jing Du, Qian Shi, Joe Horlen Published: 24 May 2016
Construction Research Congress 2016, doi: 10.1061/9780784479827.187
DOI See at publisher website
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The significant influences of leadership styles on team performance in construction projects have been well documented in a variety of empirical studies. Although general organizational behavior theories are often used to explain the causality between organizational factors, including leadership styles, and team performance, few efforts have been made to investigate the implications of the contextual factors of a construction project. This paper aims to analyze the effects of two common leadership styles, directive and empowering, on the performance of temporary project team with agent based modeling (ABM). The contextual factor highlighted in this study is the temporary nature of a project team. In the simulation experiments, a team comprising both permanent and temporary members is formed to execute a construction project. The portion of temporary members is adjustable in the simulation to capture different levels of temporariness. Directive and empowering leadership styles are modeled as whether the team leader tends to give direct instructions to the subordinates or to decentralize the decision making by granting authority to subordinates. The results indicate that leaders should choose suitable leadership style depending on situations. When there are comparative advantages, directive leadership style leads to a better efficiency when team is more permanent and the competence of the team leader is beyond a certain level. In contrast, empowering leadership style performs better in relatively temporary setups. Recommendations for future research are also provided.