The impact of authentic leadership on project success: the mediating effect of organizational learning and innovation

Abstract

PurposeThe study exemplifies authentic leadership (AL) and relates it to project success (PS) with the mediating variables of organizational learning (OL) and organizational innovation (OL). None of the existing studies on AL and PS have worked on the mediation of OL and OI on these factors. So far, this paper tries to fill gap between these factors.Design/methodology/approachThe study is done by testing the hypothesis by utilizing the approach of deduction. The tool of data collection utilized is a survey. The methods of data collection involved qualitative techniques as primary approaches of investigation. The study population involves multinational and national companies/organizations working directly or indirectly for CPEC projects. A total of 295 questionnaires were used to gather data from top-level and middle–level management from private or government sector companies working individually or collaboratively on CPEC projects. Out of 295 questionnaires, 35 were rejected for being incomplete, and 260 were further analyzed for research purposes. SPSS and AMOS-21 statistical packages were used for analysis or correlation among variables.FindingsThis study claims the positive impact of AL on PS while the OI and OL play a mediating role.Practical implicationsThis study will add significant literature related to project management. These outcomes gave data on the primary systems of project management that are utilized in the projects or in various organizations to assess the accomplishment of the project with AL, OL and OI.Originality/valueIt has gained popularity in the world of management researchers due to its uniqueness and desirability. This study of AL and PS has been comprehensively deliberate to find the variables that affect them. The idea is to analyze the possible effects of OL and innovation on authentic leaders and the overall PS in the China–Pakistan economic corridor (CPEC).

The Effect of Authentic Leadership and Organizational Support on Academic Staff's Performance: An Applied Study on Upper Egypt's Universities

“…This hypothesis focus on studying the effect of authentic leadership using its dimensions (self-awareness, relational transparency, balanced processing, and internalized moral perspective) as an independent variable on academic staff performance. Such as (Kurian & Nafukho, 2022;Arokiasamy et al, 2022 ;Nawaz & Tian, 2022;Duarte et al, 2021;Llorens et al, 2021;Astuti et al, 2020;Soares & Lopes, 2020 ;Supriyadi et al, 2020;Aropah & Sumertajaya, 2020;Asbari et al, 2019;Alzghoul et al, 2018;Ahmad et al, 2015) previous studies indicated that authentic leadership affect on academic staff performance. Accordingly, the first main hypothesis states: H1: "There is a statistically significant effect of authentic leadership on academic staff's performance in Upper Egypt Universities " This hypothesis has four relevant sub-hypotheses:…”

The Interactive Effects of Communication Network Structure and Organizational Size on Task Performance in Project-Based Organizations: The Mediating Role of Bootleg Innovation Behavior

“…PBOs in the construction industry are usually operated within an established network structure and communication channels and facilitate the innovation process through knowledge sharing. On the one hand, organization innovation will improve task performance as well as project success [70]; on the other hand, the innovation process will take time, which is in contradiction with the time limitations for task completion of a construction project [71]. Could bootleg innovation be a strategy to resolve this paradox?…”

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