Feeling “holier than thou”: exploring the critical nexus between project governance, exploitative leadership and multi-dimensional success in ICT projects

Abstract

Purpose

Project managers are under a never-ending pressure to demonstrate the expected value of projects to the project sponsors; however, in most cases, project managers fail to realize this strategic value due to the loopholes left in project governance throughout various stages of the project life cycle. Furthermore, another root cause of project failure might be linked to an exceedingly self-interested project leader who is exploitative of his/her team. This is a recurring yet still unexplored aspect of destructive leadership that requires attention from the scientific community as well as practitioners. Hence, the present study explored the relationship between project governance and information and communication technology (ICT) project success, as well as the moderating effects of exploitative leadership on this relationship.

Design/methodology/approach

With this aim, 357 responses were collected from project professionals in the emerging ICT industry in Pakistan, and the results were analyzed using structural equation modeling (SEM) with partial least squares (PLS).

Findings

The findings provide new evidence that project governance significantly improves project success opportunities in the ICT industry; however, this relationship is negatively moderated by exploitative leadership.

Originality/value

The study findings extend the project leadership literature by uncovering the influence of the dark side of project leadership (i.e. exploitative leadership), in addition to revalidating the impact of project governance on project success through a multi-dimensional context.

Citation

Zaman, U., Damij, N., Khaliq, A., Nawaz, M.S. and Pradana, M. (2022), "Feeling “holier than thou”: exploring the critical nexus between project governance, exploitative leadership and multi-dimensional success in ICT projects", International Journal of Managing Projects in Business, Vol. 15 No. 5, pp. 816-841. https://doi.org/10.1108/IJMPB-11-2021-0294