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PurposeThe study exemplifies authentic leadership (AL) and relates it to project success (PS) with the mediating variables of organizational learning (OL) and organizational innovation (OL). None of the existing studies on AL and PS have worked on the mediation of OL and OI on these factors. So far, this paper tries to fill gap between these factors.Design/methodology/approachThe study is done by testing the hypothesis by utilizing the approach of deduction. The tool of data collection utilized is a survey. The methods of data collection involved qualitative techniques as primary approaches of investigation. The study population involves multinational and national companies/organizations working directly or indirectly for CPEC projects. A total of 295 questionnaires were used to gather data from top-level and middle–level management from private or government sector companies working individually or collaboratively on CPEC projects. Out of 295 questionnaires, 35 were rejected for being incomplete, and 260 were further analyzed for research purposes. SPSS and AMOS-21 statistical packages were used for analysis or correlation among variables.FindingsThis study claims the positive impact of AL on PS while the OI and OL play a mediating role.Practical implicationsThis study will add significant literature related to project management. These outcomes gave data on the primary systems of project management that are utilized in the projects or in various organizations to assess the accomplishment of the project with AL, OL and OI.Originality/valueIt has gained popularity in the world of management researchers due to its uniqueness and desirability. This study of AL and PS has been comprehensively deliberate to find the variables that affect them. The idea is to analyze the possible effects of OL and innovation on authentic leaders and the overall PS in the China–Pakistan economic corridor (CPEC). |
