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The relationships between transformational leadership (TL), organizational climate (OC) and project performance have been investigated by previous studies, but no review of existing studies has systematically analyzed the effects of TL and OC on project performance in the industrial revolution (IR) 5.0 era. Therefore, this study aims to conduct a systematic literature review on the effects of TL and OC on project performance in IR 5.0, and to identify mainstream research topics, research gaps and future research directions.

To do this, a total of 53 included journal articles were obtained after initially retrieving 648 documents from the Scopus database by following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses guidelines. It consists of four main steps, namely, identification of documents, screening, eligibility and included articles. In addition, science mapping analyses were conducted for keyword co-occurrence and document analyses, which aided in identifying the mainstream research topics, research gaps and future research directions.

The results report the annual publication trends, keywords and document analyses. Furthermore, a detailed qualitative discussion highlighted four mainstream research topics including TL in project management; the relationship between TL, OC and innovation; safety climate; and OC in project management. Moreover, this review study identified four research gaps and future research directions aligned with the mainstream research topics. They include: longitudinal investigations and multinational corporation surveys in TL; scope and longitudinal data in innovation; mono-method bias and universality of safety climate; and more comprehensive analyses of OC.

This review study would contribute to not only advancing the effects of TL and OC on project performance in IR 5.0, but also enabling project managers to understand TL or OC issues to improve project performance.

This study aims to explore the relationship between digital transformation, transformational leadership style and artificial intelligence (AI) in accounting in the context of Vietnam as an emerging market. Additionally, it examines the role of transformational leadership style as a moderator in the nexus between digital transformation and AI in accounting.

Data was collected through e-survey questionnaires distributed to Vietnamese manufacturing firms following comprehensive screening to ensure representativeness of the entire population. A final sample of 510 responses was analyzed.

Using partial least squares structural equation modeling, our findings reveal that digital transformation and a transformational leadership style positively influence AI in accounting. Furthermore, transformational leadership style demonstrates a significant moderating effect on the relationship between digital transformation and AI in accounting.

This study discusses the benefits of incorporating AI in accounting for managerial decision-making. It underscores the critical importance of digital transformation in contemporary accounting practices, particularly with regards to AI in accounting. Consequently, managers are encouraged to embrace digital transformation, leveraging national policies, to enhance their firm's utilization of AI in accounting. Moreover, managers should focus on developing their transformational leadership style to maximize the aforementioned outcomes.

This study contributes to the literature on AI in accounting by highlighting the positive effects of digital transformation and a transformational leadership style. Additionally, our findings underscore the effectiveness of a transformational leadership style and its moderating influence. Finally, this study presents a pioneering empirical investigation that integrates transformational leadership style with AI in accounting within developing economies, specifically Vietnam.