This study is a systematic review of the leadership impact on project management within the financial sector of Asia, including the banking, investment, and insurance industries across countries in East Asia, Southeast Asia, and South Asia. The study addresses leadership inefficiencies contributing to poor project outcomes and significant financial losses, particularly in the context of rapid economic changes and regulatory challenges in the region. In Asia’s rapidly growing and complex financial industry, transformational and servant leadership styles have emerged as critical for fostering innovation, collaboration, and stakeholder engagement, enabling organizations to adapt to dynamic market demands. The study analyzed peer-reviewed articles from databases such as Google Scholar, Scopus, and ProQuest, identifying three key themes: the role of transformational leadership in driving innovation, the influence of servant leadership in enhancing team dynamics, and the importance of leadership adaptability in managing complex projects. These findings underscore the necessity of human-centered leadership approaches to create agile and efficient project environments and contribute to the literature by highlighting the critical role of leadership in advancing project management success within the evolving Asian financial landscape. Future research can consider using quantitative causal-comparative methods to examine how different leadership styles affect project efficiency and qualitative phenomenological studies to explore employees’ lived experiences and perceptions of working under various leadership models.
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