Transformational Leadership and Project Success: The Moderating Effect of Top Management Support

Abstract

Great attention has been paid to the projects’ success, which is the core of project management. It is not surprising that much research is being done in this area, as several factors contribute to the project’s success. However, the moderating effect of top management support (TMS) on the relationship between transformational leadership (TL) and project success (PS) has not been investigated before. This study aims to examine whether the relationship between a project manager’s transformational leadership and project success is moderated by top management support. This study uses a post-positivism philosophical objective to investigate the theoretical model. A cross-sectional time-lagged survey design was used to collect quantitative data. Data was collected using a structured questionnaire from 273 team members, project managers, and stakeholders working in Pakistan’s public sector. The factor and hierarchical regression analysis were used for analysis. Our results showed that TL and TMS significantly impacted project success. Moreover, we found that TMS moderates the relationship between TL and PS.