Influence of transformational and transactional leadership on project success : evidence from Vietnamese construction sector | |
| Author | Tran Van Thi |
| Call Number | AIT Diss. no.DBA-SOM-25-06 |
| Subject(s) | Transformational leadership--Vietnam Leadership--Vietnam Project management--Vietnam |
| Note | A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Business Administration |
| Publisher | Asian Institute of Technology |
| Abstract | Leadership is a critical determinant of project success (PS) in the construction industry; however, the impact of transformational leadership (TFL) and transactional leadership (TSL) on PS has been inadequately examined in emerging nations. This study investigates the impact of TFL and TSL on PS in Vietnam's construction sector, focusing on the moderating effects of team climate and team size. Data were gathered from 219 project managers and 919 engineers engaged in large-scale infrastructure projects spanning 14 project management units and their contractors. Confirmatory factor analysis (CFA) and covariance-based structural equation modeling (CB-SEM) were utilized to examine direct and moderated relationships.The results indicate that both TFL and TSL have substantial beneficial impacts on PS, with TSL demonstrating a somewhat greater effect, which reflects the organized, compliance driven characteristics of Vietnam's project settings. A moderation analysis indicates that the team environment enhances the association between TFL and PS, but the positive impact of TSL is more significant in situations of an insufficient team climate. The size of the team also influences leadership–PS interactions, with medium-sized teams (6–10 members) exhibiting the most significant leadership effects compared to smaller teams (1–5 members). Within group agreement analysis validates robust consensus on leadership styles, while revealing increased diversity in views of the team atmosphere, highlighting its role as a contextual moderator.This study enhances leadership and project management theory by including cultural context, team dynamics, and structural variables into the leadership–performance framework. The findings indicate that managers and policymakers should tailor leadership strategies to project and team circumstances, use optimal team sizes, and proactively manage team dynamics to improve project performance in Vietnam's construction industry. |
| Year | 2025 |
| Type | Dissertation |
| School | School of Management |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Doctor of Philosophy in Business Administration (Publication code = DBA-SM, SM) |
| Chairperson(s) | Santoso, Djoen San; |
| Examination Committee(s) | Badir, Yousre F. M.;Bokhari, Syed Muntasir Husain; |
| Degree | Thesis (Ph.D.) - Asian Institute of Technology, 2025 |