Date of Conferral

10-16-2025

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Brenda Jack

Abstract

Low project success rates are a significant issue for telecommunications organizations and project managers, as they can negatively impact operational efficiency and profitability. Grounded in transformational leadership theory, this quantitative project aimed to investigate the relationship between transformational leadership and project success within the telecommunications industry. A priori power analysis was conducted using G*Power, yielding a noncentrality parameter of 2.54, a critical t value of 1.68, degrees of freedom (df) equal to 49, a total sample size of 51, and an actual power of 0.80. The 51 participants were project managers in leadership positions, with two or more years of experience, familiarity in transformational leadership skills, and based in the Northeastern United States. Participants completed the Multifactor Leadership Questionnaire (MLQ) to assess leadership style and a project success criteria survey to evaluate project outcomes. Spearman’s rho correlation analysis revealed a strong and statistically significant relationship between transformational leadership and project success (ρ = .915, p < .001, N= 51). A critical recommendation is that organizations prioritize leadership development training focused on transformational practices for project managers. Emphasizing formal project success criteria alongside adaptive leadership approaches can improve performance and execution. The implications for positive social change include the potential to enhance project success and leadership effectiveness within the telecommunications sector, benefiting project managers, organizations, and the communities they serve by fostering improved service delivery, economic growth, and sustainable professional development.

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