Impact of transformational leadership style on project success: The mediating role of team-building between transformational leadership and project success

Abstract

Impact of transformational leadership on project success has empirically approved, but how this mechanism has the influence on project success is not known well. This research thesis determines the mechanism that how transformational leadership affects the project success and how team building mediates the relationship and enhances the influence of transformational leadership on project success. This study also determines the effect of transformational leadership on team building practices. To examine the mediation of team building between transformational leadership (IV) and project success (DV), data was collected from 209 project team members of information technology (IT) and construction sector. For empirical analysis, Baron and Kenny (1986) mediation method is used with hierarchal multiple regression. The legitimacy of team building mediation is further confirmed by the Sobel’s (1982) test. The results of hierarchal multiple regression (HMR) confirms that transformational leadership (IV) positively influence project success (DV) and team building partially mediates the relationship between independent and dependent variables. Theoretical and practical effects of these outcomes are also discussed in this research thesis.