DOES THE TYPE OF PROJECT MANAGER LEADERSHIP; TRANSFORMATIONAL / TRANSACTIONAL INFLUENCE THE IMPACT OF TASK COMPLEXITY OR RISK ON TEAM PERFORMANCE IN A HYPER COMPETITIVE ENVIRONMENT?

As project organization environments become more global, dynamic, competitive, and complex, the demands posed on project managers and the variance of project team performance increases. Past research on teams and project management has not considered the interplay of team performance, leadership styles, risk and task complexity in projects exceeding on average € 580 MM with a time horizon of 2 years. In the present study, I investigate both conceptually and empirically the direct impact of project characteristics on team performance. Subsequently, I subject these relationships to the moderating impact of transformational and transactional leadership styles of project managers. The results indicate that risk is a significant factor across all models having a negative impact on team performance, whereas proposed negative impact task complexity is not in all scenarios supported.