Lord of the flies in project-based organizations: The role of passive leadership on creativity and project success
By: Mubarak, Namra Khan,Jabran and Pesämaa,Ossi
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Material type: 
BookPublisher: Project Management Journal Description: 54(5), Oct, 2023: p.508-522.
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Project Management JournalSummary: 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. –Reproduced
https://journals.sagepub.com/doi/full/10.1177/87569728231157088
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | 54(5), Oct, 2023: p.508-522 | Available | AR130944 |
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. –Reproduced
https://journals.sagepub.com/doi/full/10.1177/87569728231157088
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