Leadership and Performance of the Software Development Team: Influence of the Type of Project Management

Abstract Purpose: The objective of this article is to identify the influence of the type of leadership on the performance of the project team, according to the methods applied in the management of software development projects. Design/methodology/approach: We used a quantitative method, applying a survey to project practitioners in software development teams. The sample consisted of 245 valid answers, divided into traditional and non-traditional methods. The responses were analyzed through structural equation modeling using a confirmatory methodological approach. Findings: We identified that the three styles of leadership evaluated (transactional, transformational, and empowering) are positively related to team performance, as already identified in previous studies. However, the project management method does not influence the relationship between leadership and team performance. Originality/value: The theoretical and practical contribution of this article is the finding that the type of project management used in software development (agile or traditional method) is not relevant to the choice of team leader, emphasizing that the important thing is the investment in the development of this leadership, as a measure to increase team performance, allowing flexibility in the performance of managers.