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Amadi, C, Carrillo, P and Tuuli, M (2019) PPP projects: improvements in stakeholder management. Engineering, Construction and Architectural Management, 27(02), 544–60.

Amadi, C, Carrillo, P and Tuuli, M (2018) Stakeholder management in PPP projects: external stakeholders’ perspective. Built Environment Project and Asset Management, 8(04), 403–14.

Amadi, C, Carrillo, P and Tuuli, M (2014) Stakeholder management in public private partnership projects in Nigeria: Towards a research agenda. In: Raiden, A and Aboagye-Nimo, E (Eds.), Proceedings 30th Annual ARCOM Conference, 1-3 September 2014, Portsmouth, UK, Association of Researchers in Construction Management, 423–32.

Blay, K B, Tuuli, M M and France-Mensah, J (2019) Managing change in BIM-Level 2 projects: benefits, challenges, and opportunities. Built Environment Project and Asset Management, 9(05), 581–96.

Gunathilaka S, Tuuli M M and Dainty A R J (2013) Critical analysis of research on project success in construction management journals. In: Smith, S D and Ahiaga-Dagbui, D D (Eds.), Proceedings 29th Annual ARCOM Conference, 2-4 September 2013, Reading, UK, Association of Researchers in Construction Management, 979–988.

Koh T Y, Tuuli M M and Rowlinson S (2013) A relational approach to high reliability organising for construction project safety: a conceptual framework. In: Smith, S D and Ahiaga-Dagbui, D D (Eds.), Proceedings 29th Annual ARCOM Conference, 2-4 September 2013, Reading, UK, Association of Researchers in Construction Management, 369–379.

Liu, A M M, Fellows, R and Tuuli, M M (2011) The role of corporate citizenship values in promoting corporate social performance: towards a conceptual model and a research agenda. Construction Management and Economics, 29(02), 173–83.

Sackey, E, Tuuli, M and Dainty, A (2019) Expansive learning in contemporary construction organisations. Built Environment Project and Asset Management, 9(03), 383–98.

Tuuli, M and Acquah, S (2012) Do you feel what I feel? Empowerment contagion in project teams. In: Smith, S.D (Ed.), Proceedings 28th Annual ARCOM Conference, 3-5 September 2012, Edinburgh, UK. Association of Researchers in Construction Management, 563–74.

Tuuli, M M (2009) Empowerment and control dynamics in project teams: a multilevel examination of the antecedents and jobperformance consequences, Unpublished PhD Thesis, , University of Hong Kong.

Tuuli, M M and Koh, S R T Y (2009) Portfolio of control modes in project teams: A Hong Kong case study. In: Dainty, A R J (Ed.), Proceedings 25th Annual ARCOM Conference, 7-9 September 2009, Nottingham, UK. Association of Researchers in Construction Management, Vol. 2, 927–37.

Tuuli, M M and Rowlinson, S (2009) Empowerment in project teams: a multilevel examination of the job performance implications. Construction Management and Economics, 27(05), 473–98.

Tuuli, M M and Rowlinson, S (2010) Impact of leadership style and team context on psychological empowerment in construction project teams. In: Egbu, C (Ed.), Proceedings 26th Annual ARCOM Conference, 6-8 September 2010, Leeds, UK. Association of Researchers in Construction Management, Vol. 1, 411–20.

• Type: Conference Proceedings
• Keywords: person orientated leadership; psychological empowerment; span of control; task orientated leadership; team interdependence; Hong Kong
• ISBN/ISSN: 978-0-9552390-4-5
• URL: http://www.arcom.ac.uk/-docs/proceedings/ar2010-0411-0420_Tuuli_and_Rowlinson.pdf
• Abstract:
  The empowerment process makes huge demands on organizations and its constituents. The team as the proximal work environment creates a social environment for interactions that can change individual behaviour, attitudes and perceptions. Leadership provides a direct channel through which individuals interpret organizational policies and practices. The impact of leadership style and team context on psychological empowerment in project teams was examined using data from a parallel questionnaire survey of construction client, consultant and contractor organizations in Hong Kong. It was posited that span of control and interdependence will positively and significantly influence psychological empowerment. Person orientated leadership style was expected to positively impact psychological empowerment while task orientated leadership style was expected to have a negative impact. No significant relationship was found between span of control and psychological empowerment while team interdependence had a positive and significant relationship with psychological 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. The distinct findings in relation to the leadership style-empowerment link are consistent with a systems perspective of the construction process. Client and consultant teams constitute a "managing sub-system" and rely on management of interrelationships (i.e. person orientated leadership) to succeed while contractor teams constitute the "operating/task sub-system" and rely on task performance (i.e. task orientated leadership). The findings add to the growing evidence of lack of support for the stereotypical views on how task and person orientated leadership styles manifest. In project settings where "getting the job done" and "teamwork" are inseparable both leadership styles can produce positive outcomes through "leadership adjustment".

Tuuli, M M and Rowlinson, S (2009) Performance Consequences of Psychological Empowerment. Journal of Construction Engineering and Management, 135(12), 1334–47.

Tuuli, M M and Rowlinson, S (2007) Towards a conceptual framework of empowerment and job performance in project teams. In: Boyd, D (Ed.), Proceedings 23rd Annual ARCOM Conference, 3-5 September 2007, Belfast, UK. Association of Researchers in Construction Management, Vol. 1, 3–12.

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(01), 20.

Tuuli, M M, Rowlinson, S and Koh, T Y (2010) Control modes and mechanisms in construction project teams: drivers and consequences. Construction Management and Economics, 28(05), 451–65.

Tuuli, M M, Rowlinson, S and Koh, T Y (2010) Dynamics of control in construction project teams. Construction Management and Economics, 28(02), 202.