The traditional Chinese culture has always emphasized the authority of leaders and their "top-down" influence over employees' "bottom-up" influence. As an oriental indigenous concept with global implications, paternalistic leadership has lately garnered more attention. A number of crucial variables for project success have been studied extensively; nevertheless, the impacts of paternalistic leadership, team member's voice and team resilience have been entirely disregarded, particularly in megaprojects. The present study is a groundbreaking endeavor that fills a crucial research gap by investigating the effects of paternalistic leadership, project team member's voice and team resilience on multi-dimensional success (including project management success, project ownership success and project investment success) in a megaproject. Using data from 123 project professionals directly linked with the Belt and Road Initiative (BRI) and PLS-SEM, the results show unique empirical evidence that paternalistic leadership has an insignificant influence on the multi-dimensional success of the BRI megaproject. However, benevolent leadership and moral leadership are positively related to team member's voice and team resilience, respectively. The findings also establish that team resilience positively mediates the relationship between two dimensions of paternalistic leadership (i.e., benevolent leadership and moral leadership) and multi-dimensional megaproject success. The implications of this research provide novel strategic insights for managing megaprojects, particularly in countries with substantial paternalistic cultural foundations.