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Clarifying leadership has been a complicated and difficult task largely because the nature of leadership itself is complicated. Meanwhile, the construction industry stands for one of the most dynamic and complex industrial environments although, not much works has been conducted on leadership in the industry. This paper aims to fill this gap.

Based on a combination of literature review and questionnaire surveys, this paper explores the leadership style as well as transformational leadership quality of the leaders of construction companies in Iran. A quantitative research approach was adopted requiring the development and dissemination of a questionnaire survey. The research was conducted by sending 220 sets of questionnaires to the large construction companies. The analysis methods in this research were based on frequency and co‐relational study.

The research exposes the level of leaders' orientation for people and task in their leadership style as well as their transformational leadership qualities in regards of developing followers into leaders, inspire followers to go beyond their own self‐interest and give employees empowerment.

Future research should try to address how companies and governments adapt to and shape the environmental and organizational settings in such a way that the context optimally stimulates employees' motivation and participation in leadership practices.

The paper offers insight into leadership style and quality of transformational leadership, focusing on construction firms in Iran.

A need for effective leadership and adequate managing the personnel is vital for every construction organization. Meanwhile, the dynamic and complex environments of the industry may be caused that not much research has been conducted on leadership practices in the industry. The purpose of this paper is to study the leadership style of the construction leaders in Iran and explore the correlation of transformational leadership practices with teamwork improvement in the construction companies.

The research analysis was completed on a sample population of 107 managers within nominated construction firms in Iran. The analysis methods in this research were mainly descriptive and regression-based analyses and the type of investigation was a co-relational study.

The research found the level of the leaders’ orientation for people and task in their leadership style, their transformational leadership qualities, and the relationship of transformational leadership with teamwork improvement in the respondents’ companies.

The study is the first to investigate the leadership style of the construction leaders in Iran, and weather transformational leadership practices effects on teamwork improvement in the industry.

Using the lens of conservation of resources (COR) theory, the purpose of this paper is to explore the effect of humble leadership on project success by integrating the mediating role of goal clarity. The authors also argue that organizational culture moderates these direct and indirect relationships through goal clarity.

Time-lagged data were collected from 329 employees in the civil construction sector of Pakistan.

The results indicate that humble leadership enhances project success through mediating and moderating mechanisms.

The present research ends with an argument, managerial consequences, limits and guidance for future research.

The results influence a project-based organization on the selection and promotion of humility among project managers.

This research answers the following research question, which has been ignored in the literature: What are the suggested mechanisms for humble leadership in promoting project success?