Quantitative analysis reveals entrepreneurial leadership and innovative work behavior enhance project success in IT, suggesting actionable insights for managers.
This study explores the impact of entrepreneurial leadership (EL) and innovative work behavior (IWB) on project success (PS) in IT sector projects in Pakistan. Guided by the Leader-Member Exchange (LMX) theory, the research adopted a quantitative and causal design, collecting data from employees engaged in IT projects. The findings reveal that entrepreneurial leadership plays a vital role in enhancing project success by fostering adaptability, building shared vision, and encouraging proactive decision-making. Similarly, innovative work behavior was found to positively contribute to project outcomes by promoting creativity, problem-solving, and responsiveness to client needs. The study concludes that both entrepreneurial leadership and innovative work behavior are significant predictors of project success, with entrepreneurial leadership demonstrating a comparatively stronger influence. These results provide theoretical insights into the dynamics of leadership and innovation in project-based organizations and offer practical guidance for IT sector managers in Pakistan to strengthen leadership practices and cultivate innovation-friendly environments that enhance project performance.
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Takeed et al. (2025) studied this question.