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The purpose of this study is to conduct a thorough empirical investigation of the intricate relationship between urban housing sales prices and land supply prices in China, with the aim of elucidating the underlying economic principles governing this dynamic interplay.

Using monthly data of China, the authors use the asymmetry nonlinear autoregressive distributed lag (NARDL) model to test for nonlinearity in the relationship between land supply price and urban housing prices.

The empirical results confirm the existence of an asymmetric relationship between land supply price and urban housing prices. The authors find that land supply price has a positive and statistically significant impact on urban housing prices when land supply is increasing. Policymakers should strive to strike a balance between safeguarding residents’ housing rights and maintaining market stability.

Although the asymmetric effect of land supply price has been identified as a significant contributor in this study, it is important to note that the research primarily relies on time series data and focuses on analysis at the national level. Although time series data offer a macroscopic perspective of overall trends within a country, they fail to adequately showcase the structural variations among different cities.

To ensure a stable housing market and meet residents’ housing needs, policymakers must reexamine current land policies. Solely relying on restricting land supply to control housing prices may yield counterproductive results. Instead, increasing land supply could be a more viable option. By rationally adjusting land supply prices, the government can not only mitigate excessive growth in housing prices but also foster the healthy development of the housing market.

First, the authors have comprehensively evaluated the impact of land supply prices in China on urban housing sales prices, examining whether they play a facilitating or mitigating role in the fluctuation of these prices. Second, departing from traditional linear analytical frameworks, the authors have explored the possibility of a nonlinear relationship existing between land supply prices and urban housing sales prices in China. Finally, using an advanced NARDL model, the authors have delved deeper into the asymmetric effects of land supply prices on urban housing sales prices in China.

Aims to examine effective and ineffective leader behaviors from direct participant observations in several cases of a large multiyear cross‐industry international research project to prove the hypothesis that effective team performance management requires strong transformational leadership.

Transformational and charismatic leadership theories are briefly discussed from management science to explain how their principles can apply to and be analyzed in the project domain and other fields. Several popular and proven group leader behavior measurement constructs are discussed to show how they can be applied for assessing group leader behavior in any field. Two flexible taxonomies are built for assisting in quantitatively and qualitatively explaining stakeholder perceptions of group leader behaviors and team performance. Four theoretically sampled case studies are analyzed. The taxonomies are analyzed quantitatively and the results are qualitatively evaluated.

The structured research illuminated that both effective and absent transformational leadership behaviors were practiced (idealized influence, inspirational motivation, individualized consideration, intellectual stimulation), which can go unnoticed and un‐reflected in the everyday pandemonium of busy project schedules, competing values, and organizational crises, yet in retrospect, these results show that passive or absent leadership is noticed by the team members and sponsors; moreover it negatively impacts on both project effectiveness and stakeholder satisfaction!

Leaders, team members, stakeholders, and managers benefit from understanding transformational leadership, since it supports better human relations and organizational change. These cases show that effective team performance can result in minimal application of transformational leadership behaviors as long as they are not absent when required, and positive (not negative such as micro‐management).

This research suggests that leader behavior is complex since it is situational, supported by multiple and concurrent leadership and trait theories, as well as partly driven by dominant personality.