Plus, the study examines the impact of leadership transformation on team resilience Imam & Zaheer, 2021 and organizational innovativeness Zaman et al., 2020, which in turn affects projec
INTRODUCTION
Research motivation
Project success is a frequently debated topic in project management, with the traditional "iron triangle"—comprising scope, cost, and time—being viewed as the primary indicators of successful project completion (Ika, 2009; Rose).
Contemporary evaluations of project success go beyond traditional measures, including factors such as product acceptance by customers and stakeholders, commercialization, and future project opportunities (Shenhar & Dvir, 2007) Baccarini (1999) distinguishes between project success—focused on the desired outcomes like information systems or R&D products—and project management success, which pertains to the efficiency and effectiveness of the project process in terms of cost, time, and quality.
Project success is vital for companies as it directly enhances competitiveness and overall performance Research shows that key variables like time, quality, and cost performance significantly influence customer satisfaction, which in turn affects a company's competitive advantage (Prasetya & Soehari) Identifying critical success factors related to project managers, organizational practices, and external environmental factors is essential for achieving project success and increasing effectiveness (Arsić).
Efficiency improvements in 2018 led to enhanced customer satisfaction by enabling firms to deliver products and services more effectively and at reduced costs, thereby strengthening their competitiveness and market position (Brown, 2018) This research highlights that the cost-saving project in VTNet is a successful initiative, driven by key contributing factors that support its positive outcomes.
Project success is a complex concept influenced by numerous variables, including macro (owner-related) and micro (construction-related) factors, as well as project, project manager, team dynamics, organizational context, and external environment (Rai & Ahuja, 2023) Effective leadership plays a crucial role in achieving project success, with transformational leadership being a key factor (M Z Fareed et al., 2022; Mubarak et al., 2023; Ponomaryov et al., 2022; Avolio et al., 2004; Rogo et al., 2020; Turner & Müller, 2005) Specifically, for the success of VTNet's cost-saving project, distinct factors such as strong leadership are vital to drive positive outcomes.
This research examines key factors influencing project success, including leadership (Ali & Rasheed, 2020), the complexity of projects (Ciric Lalic et al., 2022; Maqbool et al., 2017; Mariam et al., 2022; Maylor & Turner, 2017), and Agile methodologies (Chuku, 2022; Smal & Jõgeva, 2017) Effective project teams (Olateru-Olagbegi et al., 2020; Radhakrishnan et al., 2022) and team building strategies (Shaukat et al., 2022) are pivotal for project success The role of technology (Olateru-Olagbegi et al., 2020; Yang et al., 2006) and innovation management (Haefner et al., 2021; Santos-Vijande et al., 2021; Shenhar et al., 2020) further influences outcomes Additionally, the study explores how transformational leadership impacts team resilience (Imam & Zaheer, 2021) and organizational innovativeness (Zaman et al., 2020), which in turn enhance project performance Drawing from VTNet's 2019 Transportation Cost Optimization Project, which achieved significant cost savings and accumulated extensive expertise, the research is motivated by the desire to understand contributing factors and inform future initiatives.
Project success in the context of Viettel Networks
Viettel Network Corporation (VTNet), a subsidiary of the Military Industry and Telecoms Group, oversees the entire lifecycle of telecommunications and IT networks in Vietnam, including strategy development, technology research, infrastructure design, deployment, operation, and ongoing optimization It ensures that network solutions meet both business requirements and technical management standards, supporting Viettel’s expansion into international markets through comprehensive service contracts.
VTNet operates a comprehensive super broadband network featuring 360,000 km of fiber optic cables connecting nearly all districts and communes, alongside 120,000 broadcasting stations, including 45,000 4G stations that cover 97% of the population The company also manages five internationally standardized data centers, leading the market in data storage and cloud computing services Vietnamese telecommunications infrastructure, powered by VTNet, serves as a vital national network for both business operations and social welfare, offering robust redundancy for military communication during peacetime and seamless transition to military functions during wartime.
The Vietnamese telecommunications market has become increasingly dynamic in recent years, driven by the emergence of innovative global technologies like 4G, 5G, and AI Telecom companies are actively investing in these cutting-edge technologies to enhance network capabilities and improve service quality This rapid technological advancement positions Vietnam as a key player in the digital transformation agenda, attracting both investors and consumers Embracing 4G, 5G, and AI is crucial for telecom providers to stay competitive and meet the evolving demands of the modern digital era.
10 network infrastructure to diversify services, enhance customer experience, and provide various telecommunications services and information technology solutions for both individual customers and business organizations
Viettel faces significant financial challenges, requiring an annual investment of approximately 10–15 trillion VND to expand its network infrastructure Meanwhile, network operation and exploitation costs are increasing by an average of 10% annually, further straining the company's profitability The rapid expansion of the network introduces multiple cost management loopholes, negatively impacting Viettel’s profits and leading to lower business efficiency compared to the global average Consequently, Viettel’s mobile service profit margin stands at only 75% of the international benchmark, highlighting the need for improved cost management and operational efficiency.
VTNet's operating costs are increasing due to factors such as rising energy expenses—including electricity, fuel, and battery costs—as well as station rental fees, outsourced labor for station operations, and Service Level Agreement (SLA) expenses To maintain profitability, the Network Corporation must review and optimize its entire operational scope, ensuring cost-efficiency with every dollar saved While annual cost optimization efforts by Viettel staff have yielded some improvements, these efforts have yet to produce truly groundbreaking results.
Viettel has partnered with Roland Berger, a leading global consulting firm based in Germany, specializing in strategic and management consulting services This collaboration has led to numerous successful outcomes, enabling companies to develop innovative solutions that enhance business performance and support sustainable growth.
The project is divided into 2 phases:
Phase 1: Direct Implementation with Project Teams (12 weeks)
Evaluate and analyze the current situation to identify optimization opportunities based on mapping actual data with the contractor's optimization solutions for network and information technology: 4 weeks
Detail the optimization solutions, prioritize important issues that need addressing, and determine the necessary resources to implement the project: 5 weeks
Sign off on action plans, including quantifying the optimized costs, assigning responsibilities to departments/units/individuals, and establishing key KPIs: 2 weeks
Organize implementation: Train and develop PMO tools to ensure control and achievement of signed KPIs: 1 week
Phase 2: Viettel implements the approved solutions and evaluates the results
Between 2020 and 2022, our strategic focus centered on optimizing OS costs, planning generators and batteries based on grid quality, and reducing overall energy expenses We implemented energy management strategies such as charging and discharging batteries according to peak hours and operating systems based on value-driven decisions Additionally, we aimed to minimize station rental costs and promote shared passive infrastructure to enhance efficiency Our procurement process was improved through e-auction methods, and network operation centers (NOCs) were optimized for better performance Organizationally, tasks were delegated to relevant centers, units, and departments, with each solution assigned to a responsible individual Clear objectives, action plans, and KPIs were established for each group of solutions to ensure effective implementation and measurable success.
VTNet's successful implementation of nine cost optimization solutions has resulted in annual savings of approximately 700 billion VND, demonstrating a highly effective strategy that enhances operational efficiency By applying these solutions across nine overseas markets, Viettel not only achieved significant cost reductions—saving 685-760 billion VND per year—but also maintained service quality at global standards The completion of advanced software tools has optimized management and operations, while personalized services tailored to different regional customer segments have ensured high customer satisfaction This cost optimization project is regarded as a major success, aligning with strategic goals and confirming Viettel’s commitment to efficient, quality-driven growth.
Viettel’s successful project execution has provided valuable insights and experience, emphasizing the importance of root cause analysis and personalized solutions over standardized approaches The company continually improves by benchmarking regional and global standards, demonstrating its commitment to innovation and excellence in project implementation.
Research objective
(1) Identity the factors influencing the success of cost-saving operational projects in the context of Viettel Networks
(2) Measure the extend to which the identified factors impacting the success of cost- saving operational projects in the context of Viettel Networks
(1) What are factors factors influencing the success of cost-saving operational projects in the context of Viettel Networks?
(2) To what extent does the identified factors impact the success of cost-saving operational projects in the context of Viettel Networks.
Scope of Research
This study investigates the key factors influencing the success of cost optimization projects at VNC from 2019 to 2022 Based on a survey of 206 employees directly involved in these initiatives—such as mid-level managers, team leaders, and executors—the research identifies the critical elements that determine project outcomes The findings offer valuable insights into how leadership, employee engagement, and strategic planning impact the effectiveness of cost optimization efforts at VNC This analysis aims to guide future initiatives by highlighting best practices for successful project implementation.
Research method
This study employs quantitative research methods to empirically examine how factors such as transformational leadership, team resilience, and organizational innovativeness influence project success The sample comprises Viettel Net employees involved in the 2019 cost-saving project and other successful initiatives, with 206 online responses meeting the required sample size for robust data analysis Data collection included demographic information and assessments of project success, alongside perceptions of key influencing factors Descriptive statistics will be used to analyze the data characteristics, followed by structural equation modeling (PLS-SEM) to explore the relationships predicted in the research framework, providing valuable insights into the drivers of project success in telecommunications organizations.
Research finding
Transformational leadership is a key factor in ensuring project success, as it fosters team resilience that boosts motivation and drives project outcomes While transformational leadership encourages organizational innovativeness, the study found that organizational innovativeness does not have a direct positive impact on project success Overall, effective transformational leadership enhances team dynamics and project performance, highlighting its vital role in achieving project goals.
Research structure
This article is structured into five chapters, beginning with an introduction that provides the research background and overview Chapter 2 offers a comprehensive literature review and formulates our study hypotheses In Chapter 3, we detail the research methodologies used to gather and analyze data Chapter 4 presents the data analysis results and key findings of the study Finally, Chapter 5 discusses the study’s limitations, offers conclusions, explores implications, and outlines prospects for future research, completing our comprehensive investigation.
LITERATURE REVIEW
Project and project success
A project is a short-term endeavor aimed at delivering a specific good, service, or outcome, characterized by its temporary nature, unique deliverables, and well-defined start and end points (Schwalbe, 2016) Unlike routine operational tasks, projects produce distinctive results that drive creativity, support strategic objectives, and enhance organizational efficiency (Kerzner, 2022) They enable organizations to develop new products, services, and processes, fostering innovation and maintaining market competitiveness Additionally, projects facilitate the translation of strategic plans into actionable steps, ensuring optimal resource utilization and successful goal achievement (DuBois et al., 2015) They are also vital in implementing structured change management, minimizing disruptions, and improving organizational adaptability to change (Harrison & Lock, 2017).
By providing a clear framework for systematic planning, execution, monitoring, and evaluation, projects improve outcomes and resource utilization (Kuppuswamy & Bayus, 2018)
Organizations launch projects to address specific needs, solve problems, capitalize on opportunities for improvement, and achieve strategic objectives (Yalegama et al., 2016) These initiatives may include developing new software, enhancing processes, implementing innovative technologies, or entering new markets (Schwalbe, 2016) Additionally, projects help organizations maintain compliance with evolving norms and standards while delivering value to customers and stakeholders through customized or community-driven efforts (Yalegama et al., 2016; Kuppuswamy & Bayus, 2018).
Projects can be categorized based on their purpose, scope, and outcomes Innovation projects aim to develop new products, services, or processes, helping organizations stay competitive and adapt to market changes (Kerzner, 2018) Strategic projects are aligned with an organization’s long-term goals and are designed to execute strategic plans, ensuring sustained growth and success.
Entering new markets and managing mergers and acquisitions are critical strategic activities (DuBois et al., 2015) Operational improvement projects aim to enhance existing processes, systems, or services to increase efficiency, reduce costs, and improve quality (Schwalbe, 2016) Compliance programs ensure that organizations meet legal and regulatory requirements by updating systems and processes to adhere to new standards (Yalegama et al., 2016) Community-driven projects focus on delivering value to local communities by addressing specific needs through initiatives like infrastructure development and education, thereby promoting community well-being (Kuppuswamy & Bayus, 2018) Customer-focused projects are designed to cater to individual customer needs, which helps build strong relationships and deliver customized solutions (Kerzner, 2022) A clear understanding of these project types enables organizations to better plan, execute, and achieve their goals while maximizing value.
Cost-saving operational projects are essential for strategic business planning across industries, focusing on reducing operational costs while boosting productivity and effectiveness These initiatives involve implementing innovative strategies to streamline operations, optimize resource utilization, and minimize waste, as highlighted by Sobotka & Sagan (2016) Such projects are key to organizational cost management, significantly enhancing financial efficiency, competitive edge, and long-term sustainability.
Companies pursue cost-saving operational improvements to enhance financial performance by reducing costs and maintaining profitability and cash flow (Varyan, 2016) These initiatives boost competitiveness by enabling businesses to offer products or services at lower prices, thus gaining a market advantage (Kim, 2017) Additionally, cost-saving strategies promote the efficient utilization of resources such as materials, labor, and energy, aligning with sustainable business practices (Numbi et al., 2017) They also help mitigate risks by creating financial buffers against economic uncertainties and unforeseen expenses (Podmetina & Volchek, 2016) Finally, stakeholders, including shareholders and customers, expect companies to operate efficiently and ethically, making cost-saving measures essential for preserving trust and reputation (Li et al., 2015).
Implementing cost-saving operational projects offers numerous benefits, including direct reductions in operational expenses that enhance profitability and financial stability (Jeong et al., 2017) These initiatives also improve efficiency by streamlining processes and optimizing workflows, leading to increased productivity and output (Hesping & Schiele, 2016) Additionally, they support sustainability goals by minimizing resource consumption and waste, aligning with corporate social responsibility objectives (Poulsen et al., 2017) The resulting cost savings can provide a competitive edge through improved pricing strategies and market differentiation (Sobotka & Sagan, 2016) Furthermore, pursuing cost reductions fosters innovation and promotes a culture of continuous improvement within organizations (Kim, 2017) Overall, cost-saving operational projects are essential for companies aiming to boost financial performance, competitiveness, and sustainability.
Prior studies on factors impacting project success
2.2.1 Effective leadership and project success
Effective leadership in project management is crucial for guiding teams, managing stakeholders, and aligning project objectives with organizational goals Key qualities of successful leadership include strong communication skills, strategic vision, and the ability to motivate and inspire team members The role of effective leadership significantly influences project success, as highlighted by research (Turner & Müller, 2005; Avolio et al., 2004) Numerous studies across various industries demonstrate a strong link between leadership qualities and successful project outcomes, emphasizing the importance of effective leadership in achieving project goals.
Transformational leadership and effective communication are crucial factors that significantly enhance project success across various industries Studies by Rasheed (2020) emphasize that effective communication acts as a mediator, improving project outcomes when combined with transformational leadership Similarly, Rogo et al (2020) highlight the importance of soft skills and strong leadership in the construction sector, demonstrating their role in reducing project failures and driving successful project completion Overall, strong leadership and clear communication are essential for achieving positive project results.
This study explores the significant impact of transformational leadership and soft skills on project managers within the construction industry It emphasizes that effective leadership is crucial for mitigating project failures and driving project success in construction projects Participants in the research included project managers and industry professionals, highlighting the importance of leadership qualities in achieving positive project outcomes Ultimately, the findings suggest that developing transformational leadership and soft skills among construction project managers can lead to improved project performance and success.
Rehman (2020) examined the influence of inclusive leadership on project success, highlighting its positive impact on project outcomes across various sectors The study found that inclusive leadership significantly enhances project success, with self-efficacy serving as a mediating factor Participants likely included project managers, team members, and other personnel involved in project implementation, underscoring the broad applicability of inclusive leadership in achieving positive project results.
Ahmad et al (2022) examined how contingent reward leadership and empowering leadership by project managers impact project success across various sectors The study involved participants such as project managers, team leaders, and other project management professionals Their findings highlight the significant role of self-leadership as a key factor influencing the relationship between leadership styles and project success, offering a nuanced understanding of leadership effectiveness in project management.
According to Mariam et al (2022), knowledge-oriented leadership significantly enhances team cohesion, leading to higher project success across various industries Their research highlights that effective leadership fosters trust and engagement among team members, which are crucial factors for achieving favorable project outcomes The study involved project managers, team members, and stakeholders involved in project execution, emphasizing the importance of strong leadership and team dynamics in ensuring project success.
2.2.2 Complexity of projects and project success
Project complexity involves the intricate and multifaceted nature of tasks, processes, and interactions within a project environment, influenced by factors such as multiple stakeholders, interdependent components, technological challenges, regulatory requirements, and uncertainty (Ciric Lalic et al., 2022; Maylor & Turner, 2017).
Strategic agility is crucial for adapting to the challenges of complex projects and serves as a key mediator between absorptive capacity and project success (Mata et al., 2023) Higher project complexity requires greater strategic agility to achieve desired outcomes Additionally, transformational leadership plays a vital role in complex projects by enhancing work engagement and improving project success, especially in high-complexity environments (Thuy & Anh, 2024) A nuanced approach to project management that integrates strategic agility, effective leadership, and sustainability is essential for ensuring project success amid increasing complexity.
Complexity management strategies are essential in industries like construction, where proactive identification and management of complexities can reduce costs and enhance project outcomes (Kermanshachi et al., 2023) Integrating sustainability into project management adds additional layers of complexity but is vital for long-term success (Sabini & Silvius, 2023) Furthermore, effective stakeholder engagement and knowledge management are critical for handling the challenges associated with virtual teams and ensuring overall project success (Blak Bernat et al., 2023).
2.2.3 Agile methodologies and project success
Agile methodologies revolutionize project management by prioritizing flexibility, collaboration, and continuous improvement (Conboy & Fitzgerald,
Agile methodologies such as Scrum and Kanban prioritize iterative development, allowing teams to adapt quickly to changing requirements and stakeholder feedback, which boosts project success (Chuku, 2022) These approaches foster strong collaboration among team members and stakeholders through regular meetings and shared goals By delivering value incrementally and frequently, Agile ensures projects align with stakeholder expectations Additionally, Agile promotes a culture of continuous learning and improvement through retrospective sessions, leading to better project outcomes over time.
Several research studies have consistently found that Agile methodologies positively impact project success across various industries (Ali et al., 2021)
Research by Gemino et al (2021) demonstrates that Agile methodologies significantly enhance project success, especially in organizations that prioritize collaboration and adaptability Agile's flexible and iterative approach enables teams to respond effectively to evolving requirements, resulting in improved outcomes such as on-time delivery and higher stakeholder satisfaction Their findings highlight that Agile promotes robust, adaptable project processes that outperform traditional or hybrid methods, emphasizing its effectiveness in dynamic project environments.
Research by Bursaw Jr (2022) demonstrates that Agile methodologies positively impact project success by enhancing flexibility and adaptability, enabling teams to respond proactively to changing project dynamics and stakeholder needs This approach leads to more efficient resource allocation and risk management, resulting in better project outcomes Supporting these findings, Amani et al (2022) highlight that Agile methods are especially effective in industrial settings, allowing teams to customize their project management strategies to address specific industry challenges, thereby increasing the likelihood of project success.
Agile techniques significantly enhance the ability to adapt to the dynamic nature of cyber-physical systems and control projects According to Kovaleva (2020), Agile methodologies promote continuous learning, improvement, and a culture of collaboration and transparency These practices enable teams to identify and address issues promptly, leading to higher-quality deliverables and increased stakeholder satisfaction Overall, adopting Agile approaches facilitates better project success through ongoing feedback and iterative development.
2.2.4 Project teams and project success
Teams that foster a collaborative, supportive, and ethically responsible environment are better positioned to overcome challenges, adapt to changes, and deliver successful project outcomes (Olatunde et al., 2017) and (Radhakrishnan et al., 2022) According to (Radhakrishnan et al., 2022), the authors examined how project team attributes and client collaboration influence project agility and success
Their studies revealed that certain team characteristics, such as diversity, expertise, and communication skills, positively influenced project agility and success Teams with diverse skill sets and effective communication channels were better equipped to respond to changes and challenges, leading to higher project success rates Additionally, strong collaboration with clients was found to enhance project agility by facilitating timely feedback and alignment with client expectations, ultimately contributing to project success
Theoretical background
Transformational leadership, originally introduced by Burns in 1978 and later defined by Bass in 1985, is vital for effective project management According to Bass, this leadership style involves leaders using meaningful words and actions to help subordinates understand the significance and value of their work It fosters a trustful and cooperative environment that motivates team members to pursue success and self-fulfillment By encouraging individuals to prioritize organizational goals over personal interests, transformational leadership enhances both personal development and organizational performance, ultimately contributing to societal well-being.
Research on transformational leadership has evolved significantly since its inception Initially, (Bass, 1985) identified the dimensions of TL as charisma, intellectual stimulation, and individualized consideration (Podsakoff et al., 1996)
Avolio and Gardner (2005) expanded leadership dimensions to include integration, high-performance implementation, and personalized support, refining them to encompass charm, charisma, intellectual stimulation, and individualized consideration Recently, Li-Chaoping (2005) consolidated these concepts into four widely accepted dimensions: idealized influence, intellectual stimulation, leadership charisma, and individualized consideration, providing a comprehensive framework for effective leadership.
Dimensions of Transformational Leadership (Li-Chaoping, 2005)
Idealized Influence: Leaders draw a compelling vision for the future, strengthening team beliefs and inspiring confidence
Intellectual Stimulation: Leaders clarify team goals and encourage ongoing cooperation, practice, and innovation among team members
Leadership Charisma: Leaders enhance team members' self-confidence, self-esteem, and autonomy
Individualized Consideration: Leaders improve employee identification, loyalty, and enthusiasm by recognizing individual contributions and needs
Transformational leadership plays a crucial role in improving team effectiveness and project success by clearly defining goals, boosting team members’ confidence, and addressing individual needs Research by Zhao et al (2021) highlights that components such as inspirational motivation and individualized consideration are essential in positively influencing project outcomes, aligning with the core principles of transformational leadership.
While transformational leadership has been widely studied, it is important to compare it with other leadership models to provide a comprehensive theoretical background
Transactional leadership emphasizes structured processes, rewards, and punishments to achieve specific objectives, making it effective for maintaining operational efficiency (Bass, 1990) Unlike transformational leadership, which focuses on vision and inspiration, transactional leadership is more process-oriented While transactional leadership ensures stability, studies indicate that transformational leadership is more effective in driving innovation and long-term success (Abbas & Ali, 2023).
Servant Leadership: Transformational leadership shares similarities with servant leadership, which prioritizes the well-being and development of
23 subordinates (Greenleaf, 1977) However, servant leadership places a stronger emphasis on ethical considerations and community-building
Situational Leadership, developed by Hersey and Blanchard in 1969, emphasizes that leadership effectiveness relies on adapting styles according to the maturity and competency of team members Transformational leadership stands out as a highly effective approach within this framework, especially in dynamic and knowledge-intensive projects Recent research underscores the significant roles of emotional intelligence and organizational commitment as mediators, enhancing overall project success.
Emotional Intelligence: Leaders with high emotional intelligence are better at managing team dynamics, fostering effective communication, and resolving conflicts (Doan et al., 2020; Potter et al., 2018)
Organizational Commitment: A strong commitment to organizational goals enhances employee engagement and project alignment, further driving success (Fareed et al., 2021; Maqbool et al., 2017)
Transformational leadership's effectiveness is significantly shaped by contextual factors such as industry type, team composition, and cultural background Abbas & Ali (2023) highlight that this leadership style is particularly effective in collectivist cultures where teamwork and shared vision are highly valued Additionally, Fareed et al (2023) emphasize the importance of psychological empowerment as a key mediator in creating a supportive and productive work environment.
Transformational leadership has been widely applied in various industries, demonstrating its versatility and impact on project outcomes
Construction Industry: Zavari & Afshar (2023) emphasized the role of transformational leadership in improving construction project success through enhanced team engagement and performance
Technology and Innovation: In fast-paced technological environments, transformational leaders drive innovation by fostering a culture of creativity and knowledge-sharing (Khan et al., 2024)
Healthcare Sector: Transformational leadership has been linked to higher employee satisfaction and improved patient outcomes in healthcare settings (Mubarak et al., 2024)
Moreover, the negative impacts of despotic leadership on project performance have been well-documented Mubarak et al (2024) and Khan et al (2024)
24 demonstrated how mindfulness and inclusive leadership can mitigate these negative effects, reinforcing the importance of transformational leadership in maintaining a positive organizational culture
Transformational leadership theory offers a strong framework for inspiring and motivating teams, aligning them with organizational goals, and creating a conducive environment for project success Integrating transformational leadership into project management practices enables organizations to meet stakeholder expectations, foster innovation, and improve overall project performance Future research should explore the intersection of transformational leadership with emerging leadership paradigms and industry-specific challenges to further enhance its effectiveness in modern project environments.
Hypothesis development and research framework
2.4.1 Transformational Leadership and Project Success
Transformational leadership plays a crucial role in project management by fostering an environment where team members are motivated to achieve success (Zheng et al., 2017) It promotes collaboration, inspiration, and creativity, which lead to improved performance and higher project success rates (Burke et al., 2006; Hassan et al., 2017; Amin et al., 2016; Boamah et al., 2018) Additionally, transformational leaders create a supportive work environment that enhances employee well-being and productivity, ensuring projects are completed on time (Boamah et al., 2018; Tabassi et al., 2017).
Transformational leadership behaviors—including inspirational motivation, individualized consideration, intellectual stimulation, and idealized influence—are strongly associated with project success in the banking sector (Nubuor et al., 2014) Such leaders effectively understand and fulfill employees' needs, promoting motivation and well-being while driving the achievement of project goals (Muhammad Zeeshan Fareed et al., 2022) Based on these insights, we propose the following hypothesis.
H1: Transformational leadership is positively associated with project success
2.4.2 Transformational Leadership and Team Resilience
Research on team resilience is expanding rapidly, but different scholars have varied conceptualizations According to (Hartmann et al., 2020; Hartwig et al.,
2020), team resilience is commonly viewed in three ways: as a capacity, process, or outcome Specifically, it is defined as an emergent state representing a team's
Resilience is the capacity to recover from future setbacks and is a dynamic social process that enables positive adaptation to shared threats or challenges It is demonstrated through positive outcomes such as recovery and growth after adversity, highlighting the importance of resilience in overcoming difficulties and fostering strong, adaptive communities.
Team resilience capability refers to a project team's ability to recover quickly from setbacks, realign project goals, and restore effective teamwork dynamics (Hartmann et al., 2020; Hartwig et al., 2020) High-resilience teams are characterized by their swift recovery, consensus-building, adaptability, and capacity to get the project back on track Despite its critical role in project success, research on team resilience remains limited, highlighting the need for systematic approaches to develop team resilience capacity (TRC) Transformational leaders play a vital role in fostering team resilience by creating a motivating, supportive environment that inspires and empowers team members (Michaelis et al., 2009) Through empowerment, positive feedback, and support, transformational leadership enhances self-efficacy, enabling team members to persist through challenges (Salanova et al., 2011) These leaders also promote positive relationships and facilitate an environment conducive to information sharing and adaptive problem-solving, which are crucial for resilience in dynamic settings (Cameron et al., 2011; Carmeli et al., 2013) Evidence shows that transformational leadership training positively impacts team resilience, with trained teams recovering faster and demonstrating greater resilience than those led by transactional or no leadership models (van der Kleij et al., 2011; Rodríguez-Sánchez & Vera Perea, 2015) Consequently, there is a strong hypothesized link between transformational leadership and enhanced team resilience.
H2: Transformational leadership is positively associated with Team Resilience
2.4.3 Team Resilience and Project Success
Research shows a strong positive link between team resilience and successful project outcomes Studies by Rodríguez-Sánchez and Vera Perea (2015), as well as Karlsen, Berg (2020), and Varajão et al (2021), emphasize that affective, cognitive, and behavioral factors play a crucial role in helping project teams overcome adversity Building resilient teams enhances their ability to navigate challenges and achieve project success.
Research by Mubarak et al (2022) highlights the mediating role of organizational resilience in strengthening the link between team resilience and project success, emphasizing that effective resource management enhances project outcomes Fey and Kock (2022) found that project complexity moderates the relationship between team resilience and success, suggesting that higher complexity requires greater resilience and adaptive strategies Based on these insights, it is hypothesized that there is a positive relationship between team resilience and project success, influenced by organizational resilience and moderated by project complexity.
H3: Team resilience is positively associated with project success
2.4.4 Transformational leadership and organizational innovativeness
Organizational innovation is defined by Wang and Ahmed (2004) as the overall internal receptivity to new ideas and the capacity to experiment with creative processes It refers to an organization's ability to continuously introduce new ideas, products, processes, and systems that benefit both the company and its stakeholders (Žakemo, 2020) Fostering corporate creativity is essential for long-term success, as it drives internal improvements, stimulates change, and fosters innovation, ultimately enhancing competitiveness and sustainability (Jaakson et al.,).
Research by Ogbonna and Harris (2000) highlights the strong connection between leadership involvement and fostering an innovative organizational culture, which significantly predicts corporate success For sustained productivity and growth, businesses must prioritize continuous innovation in their processes, as emphasized by Arundel et al (2015) Embracing leadership that encourages innovation is essential for organizations aiming to stay competitive and drive long-term success.
Organizational innovation progresses through key phases: concept development, growth, value capture, dissemination, and implementation (Mahmoud-Jouini et al., 2018) To gain a competitive edge, businesses must focus on leveraging employee capabilities and innovative administrative systems throughout these stages (Broeze, 2014) Continuously monitoring innovative products, services, strategic initiatives, and processes is essential for enhancing organizational effectiveness (Bamgbade et al., 2017) Effectively understanding and managing these phases are crucial for organizations aiming to drive successful innovation and maintain a strong market position.
Transformative leadership is essential for fostering innovation within organizations, as highlighted by Al-Husseini et al (2021) To maintain a competitive edge, companies must consistently generate new ideas and align their operations with innovative strategies Embracing transformative leadership practices enables corporations to successfully nurture a culture of continuous innovation and stay ahead in dynamic markets.
Transformative leadership plays a crucial role in motivating followers to align with organizational goals of promoting innovation (Alrowwad et al., 2020) Addressing productivity and achievement requirements, organizations often consider these challenges at the administrative level within the company or its subsidiaries (Arundel et al., 2015; Denis et al., 2015) Effective transformational leaders can inspire their teams to meet these objectives while fostering a culture of continuous improvement.
Transformational leadership, as noted by Chauhan et al (2021), motivates followers to think critically and challenge their existing beliefs, fostering an environment conducive to innovation When individuals feel their opinions are valued, they are more likely to develop innovative ideas, as emphasized by Kwon and Kim (2020) Importantly, innovation goes beyond mere originality and creativity; it also entails the successful implementation of new concepts, highlighting the comprehensive nature of the innovation process (Rampa & Agogué, 2021).
Innovation, as defined by Islam et al (2024), involves not only generating new ideas but also taking the necessary actions to implement and refine them, ultimately enhancing the performance of individuals and organizations Effective innovation requires distinct behaviors at each stage, with leaders playing a crucial role in embracing transformative ideals to sustainably improve work efficiency, outcomes, and products (Abualoush et al., 2022).
Effective project leadership and high-performance work practices are key drivers of project management innovation (PMI), which is crucial for achieving project success (Nawaz & Tian, 2022) Transformational leaders with idealized influence build employee trust and respect, demonstrate conviction in the organization’s vision, and promote shared knowledge of organizational goals, inspiring teams to go beyond conventional efforts (Khan & Gul, 2021) By establishing a compelling vision and fostering enthusiasm among employees, leaders create an environment that encourages creativity and innovation essential for successful project management (Bakker et al., 2023).
Transformational leaders, as described by Judge and Piccolo (2004), inspire their members by providing a meaningful purpose that goes beyond short-term goals They focus on addressing the complex intrinsic needs of employees, fostering motivation and engagement through a shared vision By emphasizing long-term objectives and personal growth, transformational leaders create an environment that encourages innovation and commitment among team members.
RESEARCH METHOD
Survey design
A survey, also known as a questionnaire, is a set of questions designed to identify patterns across diverse backgrounds, making it a valuable tool for collecting data simultaneously from multiple groups at the same measurement level (Bell et al., 2022; Vaus, 2001) According to Axinn and Pearce (2006), the primary advantages of surveys include low cost and quick data collection, but poorly designed questionnaires can result in misconceptions among respondents.
The research will design the survey starting by identifying the issues that need to be researched and clarifying key concepts before establishing a conceptual framework and formulating hypotheses
Subsequently, pilot testing must be conducted to ascertain the questionnaire's length, quality of content, and respondent accessibility
The pilot study will support the research team in determining the minimal sample size necessary before extensive data collection Prior to conducting analytical procedures to derive study findings, the collected data will undergo cleaning to ensure accuracy and reliability (Bell et al., 2022; Vaus, 2001) The data will then be analyzed using SmartPLS software to validate the research hypotheses and strengthen the study’s overall validity.
Questionnaire design and pilot test
The questionnaire was designed to collect information about the internal and external aspects that contributed to the success of VTnet's cost-savings project in
In 2019, the questionnaire was carefully modified based on credible studies to enhance the validity of the measurements and facilitate comparison with prior research (Bradburn et al., 2004; Czaja et al., 2014; Van der Stede et al., 2006).
This study begins by examining the basic demographics of project participants, including gender, age, and role, before exploring the key success factors Critical determinants analyzed include team resilience, measured through solidarity and commitment; knowledge sharing; organizational innovativeness; and transactional leadership, assessed via contingent reward, active management-by-exception, and project goal clarity Additionally, transformational leadership and partners’ knowledge base—comprising similarity, complementarity, and coverage—are evaluated Trust, encompassing relational trust and calculus-based trust, is also a vital factor The questionnaire was carefully designed to ensure that each item was clear and easy to understand for respondents, facilitating accurate data collection on these success determinants.
The initial phase involves gathering essential demographic information about project members, including age, gender, role within the project, and their designated project segment This comprehensive data enables researchers to build a detailed profile of respondents, facilitating a deeper understanding of the key factors influencing project outcomes and supporting accurate assessment and analysis.
This section requires participants to rate the project's performance in terms of timeliness, stakeholder satisfaction, budgetary constraints, and project objectives
This section explores the collaboration within the project team, emphasizing the importance of team solidarity and the members' commitment to mutual evaluation Strong team cohesion and dedicated member involvement are crucial for the project's success, fostering a supportive environment that enhances overall performance Evaluating each other's contributions promotes accountability and continuous improvement, reinforcing the team's collective goals and commitment.
Innovative thinking and a willingness to experiment with new techniques are key characteristics that distinguish successful projects in this sector Companies committed to enhancing productivity through novel approaches demonstrate their readiness to explore innovative solutions, ultimately driving better results and competitive advantage Embracing creativity and continuous experimentation are essential for achieving success and staying ahead in this industry.
This sections examines the leadership style of the project team leader preceding a larger assessment, giving the research team additional transformational leadership trends that will be applied to this project
The questionnaire was initially developed in English and translated into Vietnamese using the back-translation method (Usunier, 1998), ensuring accuracy and cultural relevance The research team conducted the translation process by first converting the questionnaire into Vietnamese, then back into English, allowing for a thorough comparison of both versions This comparison process helps identify and modify wording discrepancies in the Vietnamese version to ensure that each question's interpretation remains precise and consistent (Harkness, 2010).
We conducted through interviews with several experts from Vtnet's project
In 2019, efforts were made to ensure the questionnaire's clarity and relevance, incorporating feedback from potential respondents to enhance its quality This iterative process, supported by established research (Bradburn et al., 2004; Czaja et al., 2014; Van der Stede et al.,), ensures that the questionnaire is both comprehensible and suitable for capturing accurate data, thereby improving its overall effectiveness for research purposes.
Sample and data collection
The sample of this study was VTNet's employees participated in the cost saving project in 2019 The online questionnaire was delivered to respondents by emails
33 through functional departments of VTNet's with a cover letter clearly stating the purpose of the research and ensuring the anonymity of respondents This results in
210 responses of which 206 usable responses were used for data analysis (Saunders et al., 2019).
Measurement
The study utilized a multi-item scale to assess the key factors influencing project success, with each construct measured through a series of statements rated on a five-point Likert scale (Bell et al., 2022) These measures provided a comprehensive understanding of the various influences on project outcomes Table 1 summarizes all the constructs analyzed in the study, highlighting the systematic approach to evaluating the determinants of project success.
Table 1: Questionnaire of the research
The project was completed on time (Imam &
The project maintain customers’ satisfaction as expected
The project team members were satisfied with the process by which the project was implemented
The top management was satisfied with the project outcome
The project was completed within the allocated budget
The project achieved the preset target (the amount of cost saving, the project quality, or standard) Transformational leadership
I have complete faith in my team leader (Aga, 2016)
My team leader provides appealing images about the project to all team members
My team leader enables team members to think about old problems in new ways
My team leader gives personal attention to a team member who seems neglected
I am proud to be associated with my team leader
My team leader always shows his/her confidence in the achievement of the project’s objectives
My team leader provides team members with new ways of looking at puzzling things
My team leader helps each member of the team to develop his/her strengths
My team leader makes the team members feel good to be around her/him
My team leader helps team members find meaning in their work
My team leader gets team members to rethink ideas that they had never questioned before
My team leader is attentive to the unique concerns of each team member
My team leader shows his or her optimism about the future of the project
Team members minimize individualistic behavior in favor of teamwork results
Team members go for solidarity between project team members during project implementation
Team members collaborate well during project implementation
Team members are encouraged to be autonomous and flexible during project implementation
Team members help each other to perceive the usefulness of their work
Encouraging all project team members to
Variables Items References put forward their ideas and making them feel that their ideas are taken into account
Team members ensure that low-performing team members feel the need to improve
Team members are aligned with the project’s objectives
Team members are properly motivated during project implementation
Our organization wants to implement innovative and new ideas
(Hussain et al., 2022) Our organization tends to look for new ways to do the old things to improve organizational efficiency
Our organization adopts new practices as critical to project success
Our organization looking for innovative methods or techniques that improve organizational efficiency
Top management considers organizational innovativeness as the medium for project success
Top management considers organizational innovativeness as promptly influencing organizational productivity, profitability, and competitiveness.
Data analysis with PLS-SEM using Smart PLS (version 4.1.0.3)
The data characteristics were initially assessed using descriptive statistics, followed by structural equation modeling techniques such as squared structural equation modeling and partial least squares SEM (PLS-SEM) PLS-SEM is a multivariate regression approach that enables researchers to analyze complex model interactions simultaneously, making it highly suitable for investigating intricate relationships in research designs (Olatunde et al., Afthanorhan, 2013).
PLS-SEM, including its capacity to analyze latent or unobserved variables, offers valuable insights for researchers (Astrachan et al., 2014) This method enables the examination of complex relationships through correlations between multiple dependent and independent variables (Hair et al., 2012) The Smart-PLS data analysis process is structured into two key stages: the measurement model and the structural model, ensuring a comprehensive evaluation of the research framework.
In constructing a reliable measurement model, it is essential to assess both reliability and validity using appropriate instruments A measure is considered reliable if its Cronbach's alpha is 0.7 or higher, and internal consistency evaluated via composite reliability should exceed 0.708, ensuring measurement accuracy Items with an external load above 0.4 are retained in the model, supporting valid measurement Convergent validity is confirmed when the average variance extracted (AVE) exceeds 0.5, while discriminant validity is established when the AVE square root surpasses the highest correlation with other constructs, ensuring the model's overall validity.
This article evaluates the model's hypotheses through structural modeling, highlighting the importance of R-squared as a statistical measure that indicates the proportion of variance in the dependent variable explained by the independent variables (Ozer, 1985) A higher R-squared value signifies greater explanatory power of the model Additionally, the T statistic is used to assess the significance of the measurements and the overall structural model, with values greater than 1.96 indicating that the hypotheses are statistically significant (Hair et al., 2012).
DATA ANALYSIS AND RESEARCH FINDINGS
Data analysis and finding
A survey based on data from 206 Viettel Net employees participating in the 2019 cost-saving project and other successful initiatives reveals that 11.4% were team leaders, with 83.5% being male and 88.3% actively involved as project members Participants' ages ranged from 23 to 55 years, with an average of 12.6 years of service at the company, having worked there between 1 and 22 years The study includes variables such as age, gender, tenure, job position, project success, team resilience, organizational innovativeness, and transformational leadership, as summarized in Table 1.
Variables N mean sd min max
(1) (2) (3) (4) (5) age 206.000 39.296 5.382 23.000 55.000 gender 206.000 0.194 0.495 0.000 3.000 tenue 206.000 12.617 4.794 1.000 22.000 position 206.000 0.117 0.322 0.000 1.000 ps1 206.000 3.947 0.938 1.000 5.000 ps2 206.000 3.893 0.904 1.000 5.000 ps3 206.000 3.951 0.915 1.000 5.000 ps4 206.000 3.927 0.894 1.000 5.000 ps5 206.000 3.951 0.931 1.000 5.000 ps6 206.000 3.927 0.926 1.000 5.000 res1 205.000 4.073 0.896 1.000 5.000 res2 205.000 4.073 0.896 1.000 5.000 res3 204.000 4.034 0.873 1.000 5.000 res4 204.000 4.034 0.890 1.000 5.000 res5 205.000 4.049 0.890 1.000 5.000 res6 206.000 4.053 0.906 1.000 5.000 res7 206.000 3.951 0.915 1.000 5.000 res8 206.000 4.044 0.891 1.000 5.000
38 res9 206.000 4.000 0.878 1.000 5.000 inno1 206.000 4.102 0.841 1.000 5.000 inno2 206.000 4.121 0.820 1.000 5.000 inno3 206.000 4.034 0.817 1.000 5.000 inno4 204.000 4.103 0.839 1.000 5.000 inno5 206.000 4.068 0.853 1.000 5.000 inno6 206.000 4.068 0.870 1.000 5.000 forlead1 206.000 3.976 0.846 1.000 5.000 forlead2 205.000 3.956 0.853 1.000 5.000 forlead3 206.000 4.015 0.858 1.000 5.000 forlead4 205.000 3.937 0.846 1.000 5.000 forlead5 206.000 3.995 0.847 1.000 5.000 forlead6 205.000 3.980 0.822 1.000 5.000 forlead7 205.000 3.976 0.843 1.000 5.000 forlead8 206.000 4.029 0.826 1.000 5.000 forlead9 206.000 3.961 0.871 1.000 5.000 forlead10 203.000 3.990 0.884 1.000 5.000 forlead11 205.000 3.922 0.871 1.000 5.000 forlead12 205.000 3.922 0.854 1.000 5.000 forlead13 206.000 4.024 0.858 1.000 5.000
The measurement model is shown in Figure 2
Table 2 reports the means and standard deviations of all statement items, with all constructs demonstrating outer loadings above 0.7, supported by T-statistics greater than 1.96 or P-values less than 0.05, indicating their significance and retention in the model Table 3 shows that Cronbach’s alpha and Composite Reliability (CR) for all constructs exceeded the threshold of 0.7, specifically surpassing 0.708, which confirms the strong internal consistency and reliability of the measurement items according to Hair et al (2022).
Table 2: Outer loadings of construct items
Table 3 demonstrates that all constructs have an Average Variance Extracted (AVE) greater than 0.5, indicating that the items effectively capture a substantial portion of the variance related to their respective constructs This confirms the convergent validity of the measures, ensuring that the items are assessing the intended concepts accurately rather than measurement errors (F Hair Jr et al.).
Table 3: Cronbach’s alpha, Composite reliability, and Average variance extracted
VIF of exogenous variables (VIF