The effect of transformational leadership on the performance of a construction project team at a selected construction company in Cape Town

Abstract

With construction companies being the biggest sector, it requires deep analysis to assess the effectiveness of a transformational leadership style on project team performance within a construction company based in Cape Town in the Western Cape. The aim of this study is to explore within the extent to which transformational leadership styles of project managers may have a significant effect on the performance of the project team members. Project outcomes are seen to be improved by a transformational leadership style, which is characterised by inspiring, empowering, influencing, building, and motivating project team members. The researcher employed a mixed-method approach which is a combination of quantitative and qualitative research. Data was collected throughout the selected construction site in Cape Town in the Western Cape. The questionnaire was distributed to project team members, with the relevance of leadership styles variables to enable the research to be conducted fairly and accurately, with project team factors, and performance metrics, whereas interviews offered more detailed perspectives on individual experiences and the effects of leadership. The findings indicate a positive relationship between transformational leadership and project team performance. Project results, such as meeting deadlines, adhering to budgets, and upholding high standards, improved when teams under the direction of transformational leaders reported increased levels of motivation, action, and job satisfaction. However, there are limitations such as complexity within the selected construction company in Cape Town, where respondents failed to participate (although it was not compulsory to participate), in high numbers during the questioning or interviewing period.