Over the past decades local and international communities have recognized the construction industry, and particularly the building sector, as vital in encouraging societal change toward sustainable development in a global context (Maliene and Malys, 2009; Ofori, 2008; Tsai, and Chang, 2012). Chapter 7 of the United Nations Earth Summit Agenda 21 (2009), the action blueprint for “promoting sustainable human settlement development” advocates the promotion of sustainable construction industry activities and working together to take action towards achieving sustainable human resource development and capacity-building for human settlement development. In this regard, construction leaders and/or project managers of sustainable projects by transforming subordinates as well as influencing them (Tabassi et al., 2012; Northouse, 2007; Purvanova and Bono, 2009), may achieve better sustainable performance. In sustainable construction development, a leader by his/her leadership style and the way of managing the project, as well as the subordinates can also transform the project toward sustainability and achieve better productivity. From another viewpoint, the critical role of project manager in sustainable development inspired the Leadership in Energy & Environmental Design (LEED) Rating System to incorporate some of the project management improvement tools into the latest overhauling of the Rating System LEED v3. Following that, 50 points (5% of the total marks assigned to seven different assessment categories of Green Globes) allocate to project management and especially to those related with increasing functionality and flexibility of the construction teams (Kubba, 2010), which is mainly relevant to the leadership style of the leader.