Impact of humble leadership on project success: the mediating role of psychological empowerment and innovative work behavior

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Abstract

Purpose

This paper aims to examine the impact of humble leadership on project success. The mediating effects of psychological empowerment and innovative work behavior on the relationship between humble leadership and project success are tested.

Design/methodology/approach

Data were collected from 337 individuals employed in the civil construction sector of Pakistan.

Findings

The results showed that humble leadership is positively related to project success. Furthermore, psychological empowerment and innovative work behavior partially mediate the relationship between humble leadership and project success.

Originality/value

Drawing on conservation of resource theory, this study found that how humble leadership is important for project success and thus extends the utility of the concept of humble leadership to the project literature.

Related collections

Most cited references 105

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Common method biases in behavioral research: A critical review of the literature and recommended remedies.

Philip M Podsakoff, Scott MacKenzie, Jeong-Yeon Lee … (2003)

Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.