Goal clarity as a link between humble leadership and project success: the interactive effects of organizational culture

Abstract

Purpose Using the lens of conservation of resources (COR) theory, the purpose of this paper is to explore the effect of humble leadership on project success by integrating the mediating role of goal clarity. The authors also argue that organizational culture moderates these direct and indirect relationships through goal clarity. Design/methodology/approach Time-lagged data were collected from 329 employees in the civil construction sector of Pakistan. Findings The results indicate that humble leadership enhances project success through mediating and moderating mechanisms. Research limitations/implications The present research ends with an argument, managerial consequences, limits and guidance for future research. Practical implications The results influence a project-based organization on the selection and promotion of humility among project managers. Originality/value This research answers the following research question, which has been ignored in the literature: What are the suggested mechanisms for humble leadership in promoting project success?