Square Peg in a Round Hole: When the Transformational Leadership Style of Project Managers is Unappreciated

Project Manager’s leadership styles are responsible for translation of governmentality at the project level and project performance. However, variations in project manager’s leadership style in a certain form of governmentality has received lesser attention. This study considers authoritative governmentality (AG) as an antecedent and centralization in governance structures (CEN) as moderator to understand the variations of transformational and transactional project managers to observe their cumulative impact on project performance. Using quantitative approach, this study collects data through convenient sampling via a questionnaire from engineering and construction project-based organizations in Pakistan. The study uses Partial Least Square Structural Equation Modeling and process tool to test the hypotheses. Later, Artificial Network Approach is used to validate the model and rank the variables. Based on the study results, AG has a positive and significant impact on project performance, when there is an indirect effect of CEN on the mediation of transactional project manager. On the contrary, transformational project managers do impact project performance but overall they are less suitable in the context characterized by AG and CEN. The article extends the existing theorization of the sociological perspective of governance to explicate the importance of synchronization of human-versus-human and human-versus-structure for enhancing project performance.