Leadership Practices and Critical Success Factors in Construction Projects: A Quantitative Investigation

Abstract

This study reassesses survey evidence on the conditions associated with perceived success in construction projects. The original dataset reports 120 usable responses and examines teamwork, competency, leadership, resource procurement, environmental conditions, and coordination for communication. A corrected reading of the supplied Pearson correlations shows that none of the six focal variables has a statistically significant bivariate association with project success (all p > .05). A multiple regression containing resource procurement, environmental aspects, and coordination for communication is also nonsignificant, F(3, 116) = 0.504, p = .680, R² = .013. Thus, the model explains only 1.3% of the variance in project success. The results do not demonstrate that leadership or the other measured conditions predict project success in this sample. They instead expose important measurement and model-specification concerns, including exact duplication among three pairs of constructs and the exclusion of variables after a zero-tolerance warning. The paper reframes the contribution accordingly: leadership remains theoretically and practically important, but stronger instruments, transparent construct validation, and context-sensitive success criteria are needed before causal or predictive conclusions can be made.