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Unveiling the Power of Leadership Styles in Project Management: A Comprehensive Systematic Literature Review

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  • Mohammad Ali Hatefi

    (Petroleum University of Technology, Iran)

  • Mahdi Iranfar

    (Department of Energy Economics & Management, Petroleum University of Technology (PUT), Iran)

  • Mohammad Senisel Bachari

    (Department of Energy Economics & Management, Petroleum University of Technology (PUT), Iran)

Abstract

An Effective Leadership Style (LS) plays a pivotal role in determining the success of projects, making comprehensive research in Project Management (PM) essential. The Systematic Literature Review (SLR) in this article meticulously examines how different LSs impact project outcomes. Through systematic searches in reputable academic databases, we scrutinized peer-reviewed articles to uncover key insights. The primary aim of this review is to assess the effectiveness of various LSs within PM contexts, shedding light on their influence on project success and team performance. The results underscore the significance of transactional and transformational LSs in PM. Both styles contribute positively to project outcomes, but transformational leadership stands out as exceptionally impactful in boosting team motivation and overall project performance. By nurturing a sense of purpose and empowerment, transformational leaders inspire adaptability in the face of dynamic challenges. In conclusion, we encourage project managers to thoughtfully integrate transactional and transformational LSs to optimize project success. While transactional leadership ensures task completion and structure, transformational leadership fosters innovation and team commitment. This review advocates for a strategic fusion of these styles, cultivating a culture of excellence and achievement in project endeavors.

Suggested Citation

  • Mohammad Ali Hatefi & Mahdi Iranfar & Mohammad Senisel Bachari, 2025. "Unveiling the Power of Leadership Styles in Project Management: A Comprehensive Systematic Literature Review," International Journal of Behavior Studies in Organizations, EUROKD, vol. 13, pages 57-77.
    • Handle: RePEc:bco:bsoaaa::v:13:y:2025:p:57-77
    DOI: 10.32038/jbso.2025.13.05
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