Effects of transformational leadership behavior on the relationship between team condition and team performance

Abstract

Since teams shape the primary focus of construction project lifecycle, a high-performance construction workplace facilitates employees' technical and innovation skills through team development. From theoretical perspective, this study extends team condition assessment as a hierarchical reflective construct. The research analysis was completed using a sample population of 94 construction teams from three different sources: team members rated their leader's transformational leadership behavior, team leaders evaluated team conditions, and lastly, supervisor of each team leader rated team performance. The model shows that team condition as a second-order reflective construct has significant direct and indirect impacts on team performance. In addition, the results indicate that the transformational leadership behavior of team leaders plays a mediating role between team condition and team performance.