Do Humble Leaders Affect the Success of a Project, or Does Complexity Play Its Role? Empirical Evidence From Punjab

The existing study aims to assess the association between humble leadership and project success by analysing the moderating effect of the project. Cross-sectional data was extracted from 231 project managers, nominated by convenience sampling, working in project organisations in the construction industry in Punjab, Pakistan. By using SPSS and AMOS, the results are verified. The outcome exhibited that humble leadership assists in achieving the project's success, and project complexity plays its role as a moderator. This research shows how the chosen leadership style (humble leadership) deals with the project complexities and helps in the smooth implementation of projects that help achieve a successful project. For the construction projects to be completed successfully, it is essential to identify a leadership style that helps to identify and resolve the complexities of the project. The investigation yields favourable results for the project managers in Pakistan's construction industry. Since a project's success depends on the roles and perspectives of its leader and his leadership style, the recognition and participation of the leader play a part in its achievement. This study also encourages academics to focus on project management by connecting the leadership style and outcomes that should be understood and implemented from the project's initial planning stages.