Transformational versus transactional leadership styles and project success: A meta-analytic review |
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Affiliation: | 1. FAST School of Management, National University of Computer and Emerging Sciences, A.K. Brohi Road, Islamabad, Pakistan;2. Institute of Management Sciences, Bahauddin Zakariya University, Multan, Pakistan |
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Abstract: | Despite the fact that the reliance on project teams and project-based organizations has significantly increased over the past decades, previous meta-analyses paid no attention to the examination of leadership styles in the context of projects. The purpose of this study was to meta-analytically synthesize and investigate the contradictory evidence on the effects of transformational leadership and transactional leadership on project success. The study also examined several project-level and country-level moderators in such effects. The study used 64 effect sizes from 41 primary studies on projects to examine the proposed relationships. The findings suggested that transformational leadership had a stronger effect on project success than transactional leadership. The results further indicated that project-level factors (i.e., project size and project type) moderated the relationships of leadership styles with project success. Moreover, the country-level factors (i.e., power distance, collectivism, and economic status of the country) also moderated some of the relationships. Theoretical and practical implications are provided in the end. |
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Keywords: | Transformational leadership Transactional leadership Project success Meta-analysis |
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