Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/294594 
Year of Publication: 
2023
Citation: 
[Journal:] Cogent Business & Management [ISSN:] 2331-1975 [Volume:] 10 [Issue:] 2 [Article No.:] 2249559 [Year:] 2023 [Pages:] 1-23
Publisher: 
Taylor & Francis, Abingdon
Abstract: 
Drawing on conservation of resources theory, this study explores the bright and dark side of humble leadership by examining the mediating role of project commitment and workplace deviance between humble leadership and project success. Data were collected from 315 IT employees followed by partial least square structure equation modeling (PLS-SEM) to test the hypotheses. Findings indicate that humble leadership positively effects project success through the mediation of project commitment. However, workplace deviance does not mediate the link between humble leadership and project success. Study contributes to the nascent literature by highlighting humble leadership as an effective leadership style for project success.
Subjects: 
humble leadership
project commitment
project success
workplace deviance
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article

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