Leadership Styles and Project Success with the Moderation of Delay Factors: A Case of BRT Peshawar

Abstract

The study investigates the relationship between leadership styles and project success, with a specific focus on the moderating role of delay factors, particularly design errors, in the context of the Bus Rapid Transit (BRT) project in Peshawar. Leadership plays a critical role in determining the outcomes of large-scale infrastructure projects, and this research explores how different leadership styles—transformational, transactional, and laissez-faire—influence project performance in terms of timely delivery, budget adherence, and stakeholder satisfaction. By examining the BRT project, which has faced notable delays and design-related challenges, the study provides insights into how design errors act as a moderating factor that can either amplify or hinder the effectiveness of leadership in driving project success. Using a mixed-method approach, data were collected from project stakeholders, including engineers, project managers, and consultants, to assess the interaction between leadership behavior and delay factors. The findings highlight that while transformational leadership is generally associated with higher project success, its impact diminishes significantly in the presence of critical design flaws. This underscores the importance of technical planning alongside effective leadership. The research contributes to the growing body of knowledge on project management in developing countries and offers practical recommendations for aligning leadership strategies with technical risk mitigation to improve future project outcomes.