RE-CONCEPTUALISING THE RELATIONSHIP BETWEEN SHARED LEADERSHIP AND PROJECT SUCCESS: TESTING A MODERATED-MEDIATION MODEL USING PLS APPROACH

Abstract

This study explores the impact of shared leadership on project success through the role of organisational innovativeness (OI) as mediator and knowledge sharing as moderator. Data were collected from a sample of 202 project directors, engineers and managers working in project-based organisations across Pakistan through a structured questionnaire. The target sample was approached through LinkedIn. Partial least structure equation modelling technique was used for the data analysis. The study finds a significant positive association between shared leadership and project success. The mediating role of OI between shared leadership and project success was also supported by the results. However, knowledge sharing did not mediate the relationship between shared leadership and project success. The findings of this study imply that shared leadership shows an imperative role in dealing with complex situations and critical decision-making circumstances that arise during the project execution directly as well as through the intervening mechanism of OI towards project success. This study significantly contributes to facilitating academician and researchers to further investigate the role of human factors toward project success. In addition, this study has significant implications for practitioners in facilitating them to increase the chances of project success in an efficient manner.