Exploring the critical nexus between authoritarian leadership, project team member's silence and multi-dimensional success in a state-owned mega construction project

•Authoritarianism is still a dominant style of leadership in transition economies.•The interplay between authoritarian leadership, team member's silence and success in megaprojects remain largely unknown.•In megaprojects, team member's silence has been explained by the theory of authoritarian personality, leader-member exchange and spiral of silence.•The study provides rare evidence of multi-dimensional success in state-owned megaprojects.•Team member's silence negatively mediates authoritarian leadership and multi-dimensional success in state-owned mega construction project.