Leadership is considered to be a viable solution to avoid persistent project failures in an increasingly volatile and uncertain competitive business environment; however, practitioners and researchers have yet to reach a consensus on the best leadership style to prevent project failure. Although past studies have examined different leadership models in the project environment, they have overlooked the importance of emerging leadership styles in managing new business realities. This article thus attempts to determine whether two leadership styles, i.e., contingent reward and empowering, directly and indirectly achieve project success. Data was collected from 289 project team members in the IT sector and analysed using partial least squares structural equation modelling (PLS-SEM). The results demonstrate the positive impact of empowering leadership on employee self-leadership, which leads to project success. Further, employee self-leadership positively mediates the link between empowering leadership and project success, while goal clarity moderates the influence of self-leadership on project success. However, contingent reward leadership neither directly nor indirectly (through self-leadership) showed any significant relationship with project success.

The aim of the study is to find out and improve the strength of supply chain integration thorough testing the effect of antecedents on Supply Chain Integration (SCI). SCI is a key element for improving supply chain performance and competitiveness. The population of the study is manufacturing concerns and data were collected from the managers. The study investigates the hypotheses that internal communication, leader support and employee satisfaction have a positive and significant effect on internal integration but the conflict negatively influences the internal integration. Internal integration subsequently influences external integration. Secondly, the direct impact of internal communication and employee satisfaction on external integration is also tested. The finding shows, all the hypotheses are accepted except one. As well as managerial implications are concerned, managers should equally focus on employee satisfaction and internal communication to have better external integration.

Goal: The minimal inter-firm resource sharing has raised problems for small and medium-sized enterprises (SMEs). There has been little focus on a thorough understanding of supply chain collaboration in the context of SMEs in Pakistan. This research looks into the antecedent impact of governance mechanisms and collaborative culture on supply chain collaboration (SCC), as well as the direct influence of supply chain collaboration on SMEs' performance in developing countries. Design/Methodology/Approach: The data was collected using a closed-ended questionnaire from randomly selected respondents from Pakistani SMEs. SMART PLS 3.0 software is utilized for statistical analysis. Results: The findings showed a significant positive link between SCC and the performance of small businesses. Moderation was investigated between the variables. This means that supply chain technology Implementation (as moderator) is a process that provides SMEs to improve collaboration between partners through information and advanced manufacturing technology and provide suitable solutions to achieve performance. Limitations of the investigation: It is a cross sectional study and front line managers are eliminated from the study, however they are also the key respondents of supply chain (SC) implementation. Implications: The implications of this research for SC managers and researchers involved in supply chain collaboration adoption in SMEs are important. Originality/ Value: Findings supported the concept that if the organization has a supportive culture towards supply chain collaboration adoption then SMEs will improve their performance.