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Mubarak N, Khan J, Pesämaa O. Lord of the Flies in Project-Based Organizations: The Role of Passive Leadership on Creativity and Project Success. PROJECT MANAGEMENT JOURNAL 2023. [DOI: 10.1177/87569728231157088] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 03/12/2023]
Abstract
This study examines the role of passive project leadership in project success. The article deduces a theoretical model implying that passive project manager leadership behavior affects the success of information technology projects, directly and indirectly, via employees’ creativity. Self-regulation is proposed as a mitigating factor to minimize the destructive effects of passive leadership on creativity. The current study is based on a quantitative research design. A time lag design was used to collect data from 347 respondents working on information technology projects in Pakistan. SmartPLS was used for data analysis. The findings demonstrated that although passive leadership appears in flat organizations, it can have a negative impact on project success via creativity. Additionally, if the person is self-regulatory, it will not alter the results. The study added to the project management body of knowledge by confirming that a strong leadership role, instead of a passive one, is essential to boosting the creativity of project personnel. A passive leader remains inactive during situations where a strong leader is needed; however, self-regulation on the part of employees proved insufficient to propel a project toward success.
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Affiliation(s)
- Namra Mubarak
- Capital University of Science and Technology, Pakistan
- Universiti Sains Malaysia, Malaysia
| | - Jabran Khan
- Cardiff School of Management, Cardiff Metropolitan University, UK
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Bani-Melhem S, Abukhait R, Bourini IF. How and when does centralization affect the likelihood of passive leadership? LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2022. [DOI: 10.1108/lodj-10-2021-0492] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThis study empirically investigates the impact of organizational structure (specifically centralization) on the occurrence of the passive leadership. The authors also examine the mediating role of autonomy frustrations and the moderating effect of turnover intentions in these relationships.Design/methodology/approachUsing structural equation modelling as well as PROCESS macro (version 3.5), the research model is analysed based on a sample of 133 employee–supervisor dyads in various public sector organizations in Dubai.FindingsContrary to the study hypothesis and assumption, the results demonstrate that centralization has no significant direct effect on the occurrence of passive leadership; however, this effect found to be significant only via the mediating of autonomy frustrations (fully mediator). This influence is strengthening when a supervisor has the intentions to leave his/her organizations.Originality/valueThese findings point on how and why centralization can lead to occurrence of passive leadership.
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