Understanding the Impact of Transformational Leadership on Project Success: A Meta‐Analysis Perspective

Abstract

This paper aims to systematically analyze the reasons for the differences in the relationship between transformational leadership (TL) and project success and apply meta-analysis to summarize which dimensions of TL are the main driving forces for project success. Adopting the meta-analysis approach, we investigated 31 independent studies (N = 6475) and studied the theoretical moderators of this relationship from the perspectives of mediating variables, cultural background, and document type to test whether the moderating effects can explain the inconsistent research results. The results reveal that TL positively affects project success and leadership charm is the primary driver of TL. Also, the existence of a mediating mechanism has a more significant impact on the success of the leading project. Meanwhile, compared with project construction under the Western cultural background, countries with Eastern culture are more inclined to use a people-oriented philosophy for project management to promote project success. This research provides an empirical perspective to help project leaders select management talents, regulate leaders’ words and deeds, and cultivate technical and soft leadership skills. Besides, this paper proposes a unique and nuanced view of the relationship between TL and project success, enhancing people’s understanding of the TL’s role in influencing project success.

The Relationship Between Transformational Leadership and Teacher Self-efficacy in Terms of National Culture

“…The relationship between transformational leadership and teacher self-efficacy was found to be more robust in countries with high power distance orientation. Some meta-analytical studies in the literature on transformational leadership and organizational outcomes have indicated the moderator role of power distance in this relationship (Jackson et al, 2013;Leong & Fischer, 2011;Zhao et al, 2021). On the other hand, in a meta-analysis that examined various institutions, Li et al (2021) revealed that power distance was not found to be a moderator in the relationship between transformational leadership and employee engagement.…”

“…In a meta-analysis study by Jackson et al (2013), it was observed that PD moderates the relationship between transformational leadership and commitment. In parallel, Zhao et al (2021) revealed the moderator role of PD in the relationship between transformational leadership and project success. Furthermore, in the meta-analysis study by Leong and Fischer (2011), PD was found to be a significant moderator in the relationship between transformational leadership and its outcomes.…”

“…Hofstede et al (2010) define national culture as "the collective programming of the mind that distinguishes the members of one group or category of people from others" (p. 6). Zhao et al (2021) described national culture as a conscious system developed by humankind through adapting to social developments, whilst according to the Globe Project ( 2004) and House et al (2013), national culture comprises the dimensions of performance orientation, assertiveness, future orientation, humane orientation, institutional collectivism, in-group collectivism, gender egalitarianism, power distance, and uncertainty avoidance. Similarly, Hofstede et al (2010) examined national culture according to several factors; power distance, individualism, masculinity, uncertainty avoidance, long-term orientation, and indulgence versus restraint.…”

The mediating role of organizational culture between transformational leadership and organizational performance in SMEs

“…Of the many leadership styles in management, TF impacts personnel and leader behaviors, turning on a serving or charismatic role model to followers (Zhu et al, 2019). This leadership style has five dimensions: (1) idealized attributes; (2) idealized behavior; (3) inspirational motivation, which represents leaders with a strong vision based on their values and ideals; (4) intellectual stimulation, which refers to challenging the status quo promoting the creativity; and (5) individual consideration, knows their needs, coaches and consults them (Deng et al, 2022;Zhao et al, 2021). TF is critical to implementing a culture of change and courage against the adversities of a dynamic world (Phuc Nguyen et al, 2023).…”

Linking transformational leadership and project success: Role of work engagement and project complexity

“…The reason for the difference in research results related to the impact of transformational leadership on project success may be due to the existence of a mechanism between these two concepts (Zhao et al, 2021). One of the mediating mechanisms between transformational leadership and project success proposed by transformational leadership theory is the mediating effect of follower attitudes (e.g., work engagement) (Juyumaya & Torres, 2022).…”