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Power, Leadership and Cultures in Quantity Surveying Practices in Hong Kong

Abstract This paper addresses issues of how leadership operates, the nature of the power of leaders and the organisational cultural environments amongst quantity surveying consultant practices in Hong Kong. Due to resource limitations, a survey design was employed for the research. Data collection was achieved through use of previously-developed and well-tested questionnaire instruments which were adapted for use in context following piloting. Separate questionnaires were used for each of the main categories of variables. Results show that leadership in quantity surveying practices in Hong Kong is mostly supportive which fosters good morale and performance amongst subordinates; negative impacts were detected for directive leadership. Quantity surveyors are relationship-oriented with expert power as the most important source. The practices exhibit hierarchical organisational culture, although market culture is strongest amongst younger firms. Overall, results suggest movement towards clan culture, the expressed preference of participants.