Investigating the transformational leadership of a project manager on the team's performance: The mediating role of team building and top management support

Asad Javed; Mohd Yusri Ibrahim; Abdul Hafaz Ngah; Shahzad Ahmad Khan; Muhammad Junaid Zafar; Cheng-Wen Lee; Adil Zareef Khan; Muhammad Hammad

doi:10.31893/multiscience.2026632

Keywords:

tranformational leadership

team performance

team building

top management support

Abstract

This study examines the relationship between a project manager’s transformational leadership style and team performance within project-based organizational environments. In addition, it investigates the mediating roles of team-building practices and top management support in explaining how transformational leadership influences team performance outcomes. The study seeks to enhance the theoretical and empirical understanding of leadership mechanisms that contribute to effective team functioning in project management contexts, where coordination, collaboration, and adaptability are critical for project success. A quantitative research design was adopted, and data were collected through a structured questionnaire administered using a convenience sampling technique. The survey measured key constructs, including transformational leadership, team-building activities, top management support, and team performance. A total of 315 valid responses were obtained from professionals working in project-based organizations. The collected data were analyzed using structural equation modeling (SEM) with Smart Partial Least Squares (PLS), which is well suited for examining complex relationships and mediation effects among latent variables. The empirical findings reveal that transformational leadership has a significant and positive effect on team performance. Furthermore, transformational leadership is positively associated with both team-building activities and top management support. The results also demonstrate that team building and top management support independently exert significant positive effects on team performance. Importantly, both team building and top management support partially mediate the relationship between transformational leadership and team performance, indicating that transformational leaders enhance team performance not only directly but also indirectly by fostering collaborative team environments and securing organizational support. These findings underscore the importance of transformational leadership in project management and highlight the critical roles of team-building initiatives and top management support in achieving superior team performance. The study offers practical implications for project managers and organizational leaders seeking to improve project outcomes through effective leadership and supportive organizational practices.
References
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How to cite

Javed, A., Ibrahim, M. Y., Ngah, A. H., Khan, S. A., Zafar, M. J., Lee, C.-W., Khan, A. Z., & Hammad, M. (2026). Investigating the transformational leadership of a project manager on the team’s performance: The mediating role of team building and top management support. Multidisciplinary Science Journal, 8(10), 2026632. https://doi.org/10.31893/multiscience.2026632

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[2] Aga, Assefa, D., Noorderhaven, Niels, Vallejo, & Bertha. (2016). Transformational leadership and project success: The mediating role of team-building. International Journal of Project Management, 34(5), 806-818.

[3] Ahmad, Khalique, M., Abdulhamid, Bakar, A., Wahab, Abd, S., . . . Umair, M. (2022). Impact of the project manager's transformational leadership, influenced by mediation of self-leadership and moderation of empowerment, on project success. International Journal of Managing Projects in Business, 15(5), 842-864.

[4] Ahmed, R., Noor Azmi, Shakil. (2016). Effect of multidimensional top management support on project success: an empirical investigation. Quality, 50, 151-176.

[5] Alblas, A. (2022). Globally distributed technology projects thrive on experience working together apart: Impacts of team balance, task balance, and task heterogeneity. Journal of Operations Management, 68(6-7), 728-754.

[6] Ali, Mudassar, Li, Z., Khan, S., Shah, S. J., & Ullah, R. (2021). Linking humble leadership and project success: the moderating role of top management support with mediation of team-building. International Journal of Managing Projects in Business, 14(3), 545-562.

[7] Ali, & Rasheed, F. (2020). Transformational leadership and project success: The mediating role of effective-communication.

[8] Alrowwad, A., Habis, Ra'ed. (2020). Innovation and intellectual capital as intermediary variables among transformational leadership, transactional leadership, and organizational performance. Journal of Management Development, 39(2), 196-222.

[9] Alsayyed, & Suifan, S. (2020). The impact of transformational leadership on organisational performance case study: the University of Jordan. International Journal of Business Excellence, 20(2), 169-190.

[10] Amanchukwu, & Stanley, G. (2015). A review of leadership theories, principles and styles and their relevance to educational management. Management, 5(1), 6-14.

[11] Anderson, Eugene, Fornell, Claes, Lehmann, & Donald. (1994). Customer satisfaction, market share, and profitability: Findings from Sweden. Journal of marketing, 58(3), 53-66.

[12] Anin, Kwabena, E., Essuman, Dominic, Asare-Baffour, Frempong, . . . Addo, P. (2024). Enhancing procurement quality performance in a developing country: The roles of procurement audit and top management commitment. International Journal of Public Administration, 47(4), 283-294.

[13] Ayat, I., Ullah, Kang. (2021). Current trends analysis and prioritization of success factors: a systematic literature review of ICT projects. International Journal of Managing Projects in Business, 14(3), 652-679.

[14] Babin, & Griffin, M. (2016). Heresies and sacred cows in scholarly marketing publications. In (Vol. 69, pp. 3133-3138): Elsevier.

[15] Bakker, Arnold, Hetland, Jørn, Olsen, Kjellevold, O., . . . Roar. (2022). Daily transformational leadership: A source of inspiration for follower performance? European Management Journal.

[16] Banerjee, A., & Chaudhury, S. J. I. p. j. (2010). Statistics without tears: Populations and samples. 19(1), 60.

[17] Barrick, & Murray, G. (1998). Relating member ability and personality to work-team processes and team effectiveness. Journal of applied psychology, 83(3), 377.

[18] Beauchamp, & McEwan, D. (2017). Team building: Conceptual, methodological, and applied considerations. Current opinion in psychology, 16, 114-117.

[19] Berssaneti, F., & Carvalho, M. (2015). Identification of variables that impact project success in Brazilian companies. International Journal of Project Management, 33(3), 638-649.

[20] Bhatti, D., Zakariya. (2021). The impact of ethical leadership on project success: the mediating role of trust and knowledge sharing. International Journal of Managing Projects in Business, 14(4), 982-998.

[21] Breese, & Couch, O. (2020). The project sponsor role and benefits realisation: More than ‘just doing the day job’. International Journal of Project Management, 38(1), 17-26.

[22] Brett, B., & Kern. (2020). Managing multicultural teams. In Organizational Collaboration (pp. 155-164): Routledge.

[23] Castro, B., Bouchaib, José, Andre. (2019). A contemporary vision of project success criteria. Brazilian Journal of Operations Production Management, 16(1), 66-77.

[24] Chatterjee, Sheshadri, Chaudhuri, Ranjan, Vrontis, & Demetris. (2022). Does remote work flexibility enhance organization performance? Moderating role of organization policy and top management support. Journal of Business Research, 139, 1501-1512.

[25] Chen, F., Liu, Xu, Zhou. (2019). How do project management competencies change within the project management career model in large Chinese construction companies? International Journal of Project Management, 37(3), 485-500.

[26] Cohen. (1992). Statistical power analysis current directions. Psychol Sci, 1(3), 98-101.

[27] Dionne, Shelley, Yammarino, Francis, Atwater, Leanne, . . . William. (2004). Transformational leadership and team performance. Journal of organizational change management, 17(2), 177-193.

[28] Dong, B., Kathryn, Zhi‐Xue, Chenwei. (2017). Enhancing employee creativity via individual skill development and team knowledge sharing: Influences of dual‐focused transformational leadership. Journal of organizational behavior, 38(3), 439-458.

[29] Eerde, V., Wendelien, Beeftink, Flora, Rutte, & Christel. (2016). Working on something else for a while: Pacing in creative design projects. Time Society, 25(3), 676-699.

[30] Eisenberg, Julia, Post, Corinne, DiTomaso, & Nancy. (2019). Team dispersion and performance: The role of team communication and transformational leadership. Small Group Research, 50(3), 348-380.

[31] Englund, G., Robert. (2019). Creating an environment for successful projects: Berrett-Koehler Publishers.

[32] Fareed, Su, Qin, Najam, Rida, & Umer. (2023). Transformational Leadership and Project Success: The Moderating Effect of Top Management Support. Sage Open, 13(3), 21582440231195685.

[33] Ferraris, & Erhardt, B. (2019). Ambidextrous work in smart city project alliances: unpacking the role of human resource management systems. The International Journal of Human Resource Management, 30(4), 680-701.

[34] Fornell, D. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of marketing research, 18(1), 39-50.

[35] Fu, & Flood, R. (2020). Line managers as paradox navigators in HRM implementation: Balancing consistency and individual responsiveness. Journal of Management Development, 46(2), 203-233.

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