Purpose: This paper aims to explore the multifaceted role of leadership in determining the success of complex construction projects. It synthesizes a select body of academic literature to analyze how specific leadership styles, soft skills, and technological proficiencies influence key project outcomes.

Methodology: A qualitative narrative synthesis was conducted based on 12 authoritative sources, including academic journals and industry reports. The study analyzes documented case studies of both project success (London 2012 Olympics) and failure (Boston Big Dig) to illustrate the practical implications of leadership theory.

Findings: The findings suggest that no single leadership style is universally effective. Instead, a hybrid approach that integrates the inspirational, team-oriented qualities of transformational leadership with the structured, goal-driven aspects of transactional management is most impactful. Soft skills like emotional intelligence were found to be critical for fostering team cohesion and resolving conflict, particularly in multicultural environments. The rise of digital tools like Building Information Modeling (BIM) is also reshaping leadership by enabling more data-informed decision-making.

Originality/Value: This paper provides a conceptual framework that bridges the gap between traditional leadership theory and the unique demands of the modern construction industry. It offers a new perspective on how future construction leaders must cultivate a blend of human-centric skills and technological expertise to navigate the challenges of the 21st century.