Because project teams in the construction industry shape the primary focus of the industry's project life cycle, a high-performance construction workplace facilitates employees’ technical and innovation skills through team development. Drawing on the current research in general teamwork and leadership, this study, from a theoretical perspective, extends the team condition as a hierarchical construct, incorporating six associated components. This article argues that team building and team development can be studied as ongoing processes that are crucial to project success. In order to reduce the risk of common method variance, the research analysis was completed using 94 construction teams from three different sources, within which team members rated their leader's transformational leadership behavior. The team leaders evaluated the team's conditions, and, lastly, the supervisor of each team rated the team's performance. The model shows that the team condition, which is defined as the factors that contribute to making a great team, has significant direct and indirect impacts on team performance. Furthermore, the transformational leadership behavior of team leaders showed a mediating role between the team condition and the performance.
A Convergence Study of Transformational Leadership on Organizational Devotion and Team Performance - Moderating Effects of Authenticity -
