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

Mudassar Ali, Li Zhang, Zhenduo Zhang, Muhammad Zada, Abida Begum, Heesup Han, Antonio Ariza-Montes and Alejandro Vega-Muñoz
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Mudassar Ali: School of Management, Harbin Institute of Technology, Harbin 150001, China
Li Zhang: School of Management, Harbin Institute of Technology, Harbin 150001, China
Zhenduo Zhang: School of Economics and Management, Dalian University of Technology, Dalian 116000, China
Muhammad Zada: College of Business, Henan University, Kaifeng 475004, China
Abida Begum: Ideological and Political Education Department, School of Marxism, Northeast Forestry University, Harbin 150040, China
Heesup Han: College of Hospitality and Tourism Management, Sejong University, 98 Gunja-Dong, Gwanjin-Gu, Seoul 143-747, Korea
Antonio Ariza-Montes: Social Matters Research Group, Universidad Loyola Andalucía, C/ Escritor Castilla Aguayo No. 4, 14004 Cordoba, Spain
Alejandro Vega-Muñoz: Public Policy Observatory, Universidad Autonoma de Chile, Santiago 7500912, Chile

Sustainability, 2021, vol. 13, issue 17, 1-17

Abstract: This paper aims to explore the effect of humble leadership on project management effectiveness by integrating the mediating role of employee creativity. Top management support moderates the direct (humble leadership and project management effectiveness) and indirect relationships through employee creativity. Time-lagged data were obtained from 332 persons working in a matrix organization on sustainable information technology projects. The results show that humble leadership enhances project management effectiveness by mediating and moderating processes. This study provides a solution to an underlying research question that has gone unanswered in prior studies. What are the strategies proposed for humble leadership in fostering the effectiveness of project management?

Keywords: humble leadership; employee creativity; top management support; project management effectiveness (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2021
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (2)

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