Linking humble leadership and project success: the moderating role of top management support with mediation of team-building

Abstract

PurposeThis paper aims to examine the impact of humble leadership on project success. The authors propose that such an effect is mediated by team-building, and top management support moderates the direct relationship (humble leadership and project success) as well as an indirect relationship through team-building.Design/methodology/approachData were collected from 337 individuals employed in the information technology sector of Pakistan. A two-step approach consisting confirmatory factor analysis and structural equation modeling was used for analysis. To examine conditional direct and indirect effects, the authors utilized model 8 in PROCESS.FindingsThe results showed that humble leadership is positively related to project success. Furthermore, team-building partially mediates the relationship between humble leadership and project success. Moreover, top management support was anticipated to have a moderating effect on the direct and indirect link (via team-building) between humble leadership and project success.Originality/valueDrawing on the conservation of resources theory, this study found that how humble leadership is vital for project success, and thus, extends the utility of the concept of humble leadership to the project literature.

Can Leaders’ Humility Enhance Project Management Effectiveness? Interactive Effect of Top Management Support

“…Previous research has emphasized that superior management support is critical at various project stages [12]. However, few studies have examined the effects of interactive leadership and superior management backing on project effectiveness [13]. This literature gap is significant because the excellent leadership skills of project managers cannot be effective for projects until top management supports them.…”

Goal clarity as a link between humble leadership and project success: the interactive effects of organizational culture

“…Humble leaders respect followers' opinions and recommendations, strengthen their faith and boost their competence. Furthermore, power-sharing and openness to criticism allow workers to feel liberated from hierarchical restrictions and to have a sense of independence, which helps them achieve project objectives (Ali et al , 2020; Owens and Hekman, 2016).…”

“…Goal clarity reflects effectively influential behavior of leaders toward subordinates that enables subordinates to concentrate their efforts toward the achievement of clearly specified goals (Raziq et al , 2018). Ali et al (2020a, b) asserted that a humble leader is likely to set project goals by accepting followers' capabilities and commitment and acknowledging their feedback to achieve the project objectives.…”

Can Leader Humility Enhance Project Management Effectiveness? Interactive Effect of Top Management Support

“…Previous research has emphasised that superior management support is critical at various project stages 12 . However, few studies have examined the interactive leadership effects and superior management backing on project effectiveness 13 . This literature gap is significantly robust because the excellent leadership skills of project managers cannot be effective for projects until the top management does not support them.…”