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

Linking public leadership with project management effectiveness: Mediating role of goal clarity and moderating role of top management support

Objective

Grounding on social learning theory (SLT), this study examines the effect of public leadership on project management effectiveness (PME). Further, this study examines the mediating role of goal clarity and moderating role of top management support.

Methodology

Hierarchical linear regressions were used to investigate the relationships. PROCESS Hayes (2003) Model 7 was used for the moderation and mediation analysis. The data was collected from 322 Pakistani public sector developmental project employees.

Findings

The results show that public leadership positively affects goal clarity (β = 0.049, p < 0.001) and project management effectiveness (0.032, p < 0.001). In addition, goal clarity mediates the association between public leadership and project management effectiveness (0.36, p < 0.001). Furthermore, the strength of the mediated relationship between public leadership and project management effectiveness (via goal clarity) depends on top management support. The indirect effect of public leadership on project management effectiveness is high when top management support is high (compared to low).

Conclusion

The role of public leadership contributes significantly to the project's success. The project leader recognises, enlists, and promotes the organisation's core competencies, identifies, corrects, and controls key rigidities, places a high value on goal clarity, and continually lines up procedures with the project's overarching goals.

Implications

Public leadership is crucial in project management effectiveness, especially in the public sector, where projects often involve multiple stakeholders, limited resources, and complex regulatory requirements. Effective public leadership ensures that projects are aligned with the organization's mission and goals and carried out efficiently, on time, and within budget.

Impact of project governance on project success, with mediating role of organizational support and project team cohesion

Purpose

The purpose of this study is to determine how project governance influences project success. According to the authors, such an effect is mediated by organizational support and project team cohesion. The direct and indirect effects of organizational support and project team cohesion provided helpful information. The authors’ objective is to contribute to the project management knowledge of how project team cohesion plays a significant role in project success.

Design/methodology/approach

Data were collected from 350 employees working in Pakistan’s oil and gas industry. Four prime oil and gas exploration companies were selected as samples based on their contribution to the revenue. SPSS v23 and AMOS v23 were used for constructing structural equation modeling and path analysis to examine the direct and indirect effects.

Findings

The results revealed that project governance is positively related to project success. Furthermore, organizational support and project team cohesion mediated the relationship between project governance and project success.

Originality/value

Team cohesion has been primarily a topic of interest in sports psychology literature, education and medical sciences. There is an expressed need to investigate team cohesion issues in the broad domain of organizational development, specifically the project management literature. This study contributed by discussing team cohesion in the project context. Second, project governance was investigated using the conservation of resources theory. The lens of intellectual capital was applied to examine intangible resources of project governance like rules, regulations and directives for project success.

Negative Work Attitudes and Task Performance: Mediating Role of Knowledge Hiding and Moderating Role of Servant Leadership

The COVID-19 pandemic has caused a global crisis that particularly hit employment globally. Due to the economic crisis, many small businesses attempted to minimise their expenses by either closing or downsizing. During such organisational situations, the employees face negative workplace attitudes that lead to knowledge hiding and affect team performance. This study examines negative attitudes and their effect on team performance. Further, this study examines the mediating effect of knowledge hiding and moderating the role of servant leadership. Through a multi-time data collection approach, the authors obtained 363 responses from the education sector in China during the COVID-19 pandemic. PROCESS Hayes model 1 and 4 were used for mediation and moderation analysis. Results show that job insecurity, cynicism, and role stress are significant forces behind knowledge-hiding behaviour. Furthermore, the knowledge hiding behaviour adversely affects task performance. Servant leadership shows a buffering effect on knowledge hiding behaviour caused by negative workplace attitudes. This is one of the first studies in the South Asian environment to examine the association between employees’ negative attitudes and task performance using knowledge hiding as a mediator and servant leadership as a moderator in the COVID-19 scenario. Lastly, the paper concludes with a consideration of its theoretical, practical implication and future direction.

How Does Servant Leadership Influences Creativity? Enhancing Employee Creativity via Creative Process Engagement and Knowledge Sharing

Grounding on social exchange theory and using the creative process engagement as a lens, this article study investigates the influence of servant leadership on employee creativity. In addition, the research examines the role of knowledge sharing in the link between servant leadership and employee creativity. Time lag method was used to collect the data from 242 employees and 57 managers employed in Chinese publicly listed companies. The data collection was divided into two parts. The subordinates were asked to rate servant leadership, their creative process engagement behavior, and knowledge sharing. The supervisors were asked to rate their associates regarding employee creativity. According to the results, employees creative process engagement behaviors mediated servant leadership and employees’ creativity. In addition, the link between servant leadership and employees’ creativity was strengthened by knowledge sharing. A detailed model is also provided, highlighting the significance of leadership, work engagement, knowledge sharing in fostering employee creativity in the Asian environment.

Servant Leadership Behavior at Workplace and Knowledge Hoarding: A Moderation Mediation Examination

Servant leadership practice honesty, stewardship, and high moral standards while prioritizing the needs of subordinates. The moral concern of a servant leadership is to support others and put the needs of others first. We investigated the relationship between servant leadership, psychological safety, and knowledge hoarding in accordance with social learning theory in a survey of 347 workers across 56 teams. The results of this study illustrate that servant leadership is negatively associated with knowledge hoarding and positively associated with psychological safety. We also found that a mastery climate moderated the relationship between servant leadership and knowledge hoarding. This study highlights the theoretical and practical implications that contribute to the body of knowledge. It helps organizations that the presence of servant leadership may discourage knowledge hoarding by providing a psychologically safe mastery climate.

How Classy Servant Leader at Workplace? Linking Servant Leadership and Task Performance During the COVID-19 Crisis: A Moderation and Mediation Approach

The COVID-19 pandemic has caused a record global crisis, particularly and extremely, for the service sectors. Due to extensive security measures, many service sector employees have to work remotely to maintain services. Drawing upon the conservation of resources theory, this research investigates the impact of servant leadership on the task performance of employees in virtual working environments during the COVID-19 crisis. Our theoretical model was tested using data collected from 335 individual employees in the education sector of Pakistan. SPSS version 26.0 was applied to find the hypothesized relationship between the study variables. To find the indirect mediating effect, we applied Model 4; for moderation, we applied Model 1; and for the moderation and mediation effect, we applied Model 7 of the Process Macro model of Hayes. The results of the study revealed that servant leadership is positively related to task performance in a virtual environment during crises. Furthermore, psychological empowerment partially mediates the relationship between servant leadership and task performance. Perceived supervisor support positively moderates the relationship between servant leadership and task performance. Moreover, the indirect effect of servant leadership on task performance via psychological empowerment is moderated by perceived supervisor support. The results provided guidance to the educational sector on how to lead effectively in times of crisis when service sector employees work predominantly in virtual environments. The theoretical and practical implications of these findings are discussed.

Linking Ethical Leadership to Followers' Knowledge Sharing: Mediating Role of Psychological Ownership and Moderating Role of Professional Commitment

This study examined (1) the influence of ethical leadership on knowledge sharing, (2) the mediating role of psychological ownership, and (3) the moderating effect of professional commitment between ethical leadership (EL) and knowledge sharing (KS). Data were collected from 307 public listed Pakistani companies’ employees. Statistical analyses were performed by using SPSS Version 25 and AMOS version 22. The findings indicate a positive relationship between EL and KS behavior. Additionally, the impact of EL on KS was partially mediated by psychological ownership. Furthermore, professional commitment buffers the link between EL and KS. This study contributes to the body of knowledge in the field of leadership by confirming the role of ethics. The results show that ethical leaders develop employee attitudes (i.e., psychological ownership and professional commitment) that contribute to employee KS behavior. Ethical leaders create and encourage a learning culture to enhance organizational performance. This study adds to the little data on the positive impact of EL on listed company’s employees and addresses the gaps in previous studies on the role of EL in changing environments. In addition, professional commitment as a moderator has not been previously investigated with ethical leadership antecedents.

Innovation Onset: A Moderated Mediation Model of High-Involvement Work Practices and Employees’ Innovative Work Behavior

Purpose

Based on the componential theory of creativity, this study examined the link between high-involvement work practices and employees’ innovative behavior by further investigating the moderating and mediating role of leadership humility and employees’ personal initiative.

Methodology

To test the hypothesized model, the data were gathered from 255-line staff and 119 supervisors working in the textile industry in Pakistan via the time lag technique. The proposed hypotheses were analyzed through partial least squares structural equation modeling using Smart-PLS software.

Findings

The results indicated that high-involvement work practices were significantly related to employees’ innovative work behaviors. Additionally, the moderation findings revealed that a higher level of leadership humility strengthens the relationship between high-involvement work practices and employees’ personal initiative. Furthermore, employees’ personal initiative mediates the relationship between high-involvement work practices and their innovative work behavior. The findings of the moderated mediation model indicated that a higher level of leadership humility leads to higher innovative behavior of employees in the presence of high-involvement work practices via employees’ personal initiative.

Practical Implications

This study’s findings are helpful for the management of organizations to understand the factors that enhance innovative work behaviors in high-involvement work practices. Moreover, managers should establish humble behaviors in their leadership style to influence employees’ personal initiative, which indirectly influences their innovative work behavior.

Originality/Value

The present study highlights the importance of leadership humility and employees’ personal initiative in the relationship between high-involvement work practices and innovative work behaviors of employees in the textile industry of Pakistan.

Towards Examining the Link Between Workplace Spirituality and Workforce Agility: Exploring Higher Educational Institutions

Purpose

Spiritual inherited employees quickly shift to new changes that occur very quickly in our daily lives in different ways. We are inspired by the dynamic changes in our daily lives due to the Covid 19 situation, an urgent need to specify the shift from the traditional approach to the agile approach during a pandemic. This study aimed to figure out the effect of workplace spirituality on workforce agility; further, this study underpinning spillover theory to examine the role of job involvement as a mediator.

Methods

This study investigates a sample of 236 teaching and administrative staff working in public sector institutes located in Peshawar, Pakistan. For data analysis, we used SPSS v. 25, and for model fitness, we used AMOS version 22. Furthermore, we used Process Hayes (Model 4) to test the theoretical model and research hypothesis for mediation.

Results

This unique study offers a paradigm in which spirituality in the workplace substantially influences the agility of teaching and administrative professionals by positively mediating the effects of job involvement.

Discussion

An in-depth examination of the literature showed that no prior research had studied the connection between WPS, job involvement, and workforce agility. Furthermore, there is very little research regarding WPS and its connection with other components in the Covid 19 scenario. The current study was a modest attempt to address this gap in the literature. This research has succeeded in making substantial additions to management literature.

Point your SmartPhone at the code above. If you have a QR code reader the video abstract will appear. Or use:

https://youtu.be/0yWE_KJvSKo

Toward an Integrated Disaster Management Approach: How Artificial Intelligence Can Boost Disaster Management

Technical and methodological enhancement of hazards and disaster research is identified as a critical question in disaster management. Artificial intelligence (AI) applications, such as tracking and mapping, geospatial analysis, remote sensing techniques, robotics, drone technology, machine learning, telecom and network services, accident and hot spot analysis, smart city urban planning, transportation planning, and environmental impact analysis, are the technological components of societal change, having significant implications for research on the societal response to hazards and disasters. Social science researchers have used various technologies and methods to examine hazards and disasters through disciplinary, multidisciplinary, and interdisciplinary lenses. They have employed both quantitative and qualitative data collection and data analysis strategies. This study provides an overview of the current applications of AI in disaster management during its four phases and how AI is vital to all disaster management phases, leading to a faster, more concise, equipped response. Integrating a geographic information system (GIS) and remote sensing (RS) into disaster management enables higher planning, analysis, situational awareness, and recovery operations. GIS and RS are commonly recognized as key support tools for disaster management. Visualization capabilities, satellite images, and artificial intelligence analysis can assist governments in making quick decisions after natural disasters.

Development of Local Economy through the Strengthening of Small-Medium-Sized Forest Enterprises in KPK, Pakistan

Small–medium-sized forest enterprises (SMFEs) have historically played an essential role in developing countries’ economies worldwide because most businesses start as small businesses, and government support and knowledge-based recourse are critical to the sustainable development of SMFEs and local economies. The current studies examined the effects of the Khyber Pakhtunkhwa (KPK) government’s (Pakistan) support (GS) and entrepreneur knowledge (EK) on the development of small–medium-sized forest enterprises (SD) and their contribution to the local economic development (LED) of the region. Primary data were collected from 350 SMFEs in KPK, Pakistan. The model was developed by using a structural equation model (SEM) to investigate the impact of GS, EK, and SMFEs on the growth, SG, and sustainable development of the local economy. This study concludes that EK and GS could increase growth in SMFE businesses and contribute to LED. On the other hand, crediting loans and equipping businesses with training could not directly affect SMFE businesses and LED growth. The government needs to use natural resources and the SMFE communities as leaders among suppliers in the local market for the sustainable development of LED and SMFEs, alongside focusing on preserving and taking initiatives to develop. This study discusses several practical implications for policymakers, business owners, and academics, with recommendations for future research.