With the increase and multiplicity of project teams in industries and organizations, ensuring the success of team performance and its quality has become more important for managers. Therefore, this study aims to present a model and test it in the field of the effect of leadership styles and emotional intelligence on project team performance mediated by trust and organizational commitment. It also examines the conceptual knowledge structures in team performance in the discursive context of industries. Therefore, the statistical population comprises members of project teams in industrial companies in Abadan, and the sample size, using the Cochran formula, is 177 members, of whom only 143 participated in completing the questionnaire. Structural equation modeling was used to identify the relationships among the constructs studied. Analysis of the findings showed that transformational and transactional leadership have an effect on team performance, mediated simultaneously by trust and organizational commitment, and some of these variables have shown a greater contribution in predicting team performance. Such as trust showed the greatest effect in predicting team performance, but the effect of trust on organizational commitment has a moderate effect. Organizational commitment also showed a moderate effect on predicting the team performance variable. The innovation of this study is the attempt to identify the mediating role of intragroup trust and trust in supervisors and organizational commitment, and their effect on other variables of the research model. The findings of this study are that the greatest participation of team members in performance management processes is dependent on increasing organizational trust and commitment, therefore, a leadership style aligned with the organization's strategy and implementing a management system appropriate to behavioral characteristics in team groups supports the long-term goals of companies, and ensures sustainable relationships and more sustainable commitment and trust.