000			01406nam a22001577a 4500
999			_c520313 _d520313
008			220907b ||||| |||| 00| 0 eng d
100			_aNauman, Shazia _933908
245			_aHow servant leadership drives project team performance through collaborative culture and knowledge sharing
260			_aProject management Journal
300			_a53(1), Feb, 2022: p.17-32
520			_aDrawing on social learning theory, this research compared and tested how two distinct mediating mechanisms—collaborative culture and knowledge sharing—influence the servant leadership–project team performance relationship. Survey data were collected from 275 employees representing 70 project teams, and multilevel structural equation modeling was adopted to test the hypotheses. The findings indicated that collaborative culture fully mediates, whereas knowledge sharing does not mediate, the servant leadership–project team performance relationship. These findings reveal collaborative culture as the intervening mechanism that translates servant leadership to project team performance. For project-based organizations, the research puts forth theoretical and practical implications. – Reproduced
650			_aServant leadership, Knowledge sharing, Collaborative culture, Team performance, Team-level analysis. _932703
773			_aProject management Journal
906			_aKNOWLEDGE SHARING
942			_cAR