The Role of Authentic Leadership in Project Success: Exploring the Mediating Effect of Trust and the Moderating Influence of Charisma
DOI:
https://doi.org/10.62843/jrsr/2025.4a056Keywords:
Authentic Leadership, Charisma, Trust, Success, Moderated MediationAbstract
The purpose of the study is to determine whether trust mediated the effect of authentic leadership on project success. Additionally, a moderator (leadership charisma) was also evaluated using a moderated mediation approach. To address the primary aims, to measure the project manager's authentic leadership style, trust, charisma, and project achievement in project-based organizations of developing countries a questionnaire-based survey was used. The analyses suggest that increases in levels of authentic leadership enhance trust among team members and eventually contribute massively to project success. The results also show that charisma shows a statistically significant influence on developing trust. Finally, the findings suggest that charisma has a moderating effect on the relationship between authentic leadership dimensions and overall project success. The new method as suggested by Preacher and Hayes “process” was used to study this impact, which would contribute to method advancement in variables testing in the specific context of project management and leadership.
References
Alexander, C., & Lopez, R. P. (2018). A thematic analysis of self-described authentic leadership behaviors among experienced nurse executives. JONA: The Journal of Nursing Administration, 48(1), 38-43.Alvesson, M., & Einola, K. (2019). Warning for excessive positivity: Authentic leadership and other traps in leadership studies. The Leadership Quarterly, 30(4), 383-395
Aponte-Moreno, M., & Koulouris, K. (2017). Cross-cultural Dimensions of Personal Stories in Communicating Authentic Leadership’. In Global and Culturally Diverse Leaders and Leadership (Building Leadership Bridges).
Arora, M., & Sharma, R. L. (2022). Decoding diverse dimensions of entrepreneurial leadership with special emphasis on persuasive communication. Management Dynamics, 17(1), 70–77. https://doi.org/10.57198/2583-4932.1063
Brink, J. C. (2020). Knowledge management within an organization: A consulting engineering company as a case study (Doctoral dissertation, North-West University (South Africa)).
Burg, J. M., Cooper, C. B., Ye, Z., Reed, B. R., Moreb, E. A., & Lynch, M. D. (2016). Large-scale bioprocess competitiveness: the potential of dynamic metabolic control in two-stage fermentations. Current Opinion in Chemical Engineering, 14, 121–136. https://doi.org/10.1016/j.coche.2016.09.008
Caesarius, L. M., & Hohenthal, J. (2018). Searching for big data: How incumbents explore an adoption of big data technologies. Scandinavian Journal of Management, 34(2), 129–140.
Černe, M., Batistič, S., & Kenda, R. (2018). HR systems, attachment styles with leaders, and the creativity–innovation nexus. Human Resource Management Review, 28(3), 271–288. https://doi.org/10.1016/j.hrmr.2018.02.004
Chiang, J. T. J., Chen, X. P., Liu, H., Akutsu, S., & Wang, Z. (2020). We have emotions but cannot show them! Authoritarian leadership, emotion suppression climate, and team performance. Human Relations.
Chimakati, F. M., & Oduol, T. (2023). Authentic Leadership, Ethical Acquisition Procedures and Establishment Performance A Case of Teachers Service Commission of Kenya. African Journal of Emerging Issues, 5(8), 107–132.
Conger, J. A., & Benjamin, B. (1999). Building leaders: How successful companies develop the next generation
Das, D. (2018). The impact of Sustainable Supply Chain Management practices on firm performance: Lessons from Indian organizations. Journal of Cleaner Production, 203, 179–196. https://doi.org/10.1016/j.jclepro.2018.08.250
Davidson, F. D., & Hughes, T. R. (2020). Moral dimensions of leadership. In Oxford Research Encyclopedia of Education.
Delić, M., Slåtten, T., Milić, B., Marjanović, U., & Vulanović, S. (2017). Fostering learning organisation in transitional economy–the role of authentic leadership and employee affective commitment. International Journal of Quality and Service Sciences, 9(3/4), 441-455. https://doi.org/10.1108/IJQSS-02-2017-0012
Dirani, K. M., Abadi, M., Alizadeh, A., Barhate, B., Garza, R. C., Gunasekara, N., Ibrahim, G., & Majzun, Z. (2020). Leadership competencies and the essential role of human resource development in times of crisis: a response to Covid-19 pandemic. Human Resource Development International, 23(4), 380–394. https://doi.org/10.1080/13678868.2020.1780078
Gatling, A., Kang, H. J. A., & Kim, J. S. (2016). The effects of authentic leadership and organizational commitment on turnover intention. Leadership & Organization Development Journal.
Geoghegan, L., & Dulewicz, V. (2008). Do project managers’ leadership competencies contribute to project success? Project Management Journal, 39(4), 58–67. https://doi.org/10.1002/pmj.20084
George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic leadership. Harvard Business Review, 85(2), 129–130, 132–138, 157.
Gutierrez-Gutierrez, L. J., Barrales-Molina, V., & Kaynak, H. (2018). The role of human resource-related quality management practices in new product development: A dynamic capability perspective. International Journal of Operations & Production Management, 38(1), 43–66. https://doi.org/10.1108/ijopm-07-2016-0387
Harvey, J.-F., Johnson, K. J., Roloff, K. S., & Edmondson, A. C. (2019). From orientation to behavior: The interplay between learning orientation, open-mindedness, and psychological safety in team learning. Human Relations; Studies towards the Integration of the Social Sciences, 72(11), 1726–1751. https://doi.org/10.1177/0018726718817812
Henderson, L. S., Stackman, R. W., & Lindekilde, R. (2016). The centrality of communication norm alignment, role clarity, and trust in global project teams. International Journal of Project Management, 34(8), 1717–1730. https://doi.org/10.1016/j.ijproman.2016.09.012
Henkel, T. G., Marion, J. W., & Bourdeau, D. T. (2019). Project Manager Leadership Behavior: Task-Oriented Versus Relationship-Oriented. Journal of Leadership Education, 18(2).
Ika, L. A., Söderlund, J., Munro, L. T., & Landoni, P. (2020). Cross-learning between project management and international development: Analysis and research agenda. International Journal of Project Management, 38(8), 548–558. https://doi.org/10.1016/j.ijproman.2020.10.005
Karam, E. P., Gardner, W. L., Gullifor, D. P., Tribble, L. L., & Li, M. (2017). Authentic leadership and high-performance human resource practices: Implications for work engagement. In Research in Personnel and Human Resources Management (pp. 103–153). Emerald Publishing Limited.
Khan, J. (2020). Impact of authentic leadership on project success through the explanatory mechanism of psychological capital and psychological empowerment in the contextual setting of Pakistan. International Journal of Project Organisation and Management, 12(3), 260. https://doi.org/10.1504/ijpom.2020.10031047
Koohang, A., Paliszkiewicz, J., & Goluchowski, J. (2017). The impact of leadership on trust, knowledge management, and organizational performance. Industrial Management & Data Systems, 117(3), 521–537. https://doi.org/10.1108/IMDS-02-2016-0072
Laschinger, H. K. S., Leiter, M. P., Day, A., Oore, D. G., & Mackinnon, S. P. (2012). Building Empowering Work Environments That Foster Civility and Organizational Trust. Nursing Research, 5, 316–325.
Magrizos, S., & Roumpi, D. (2020). Doing the right thing or doing things right? The role of ethics of care and ethics of justice in human resource management of social enterprises. Strategic Change, 29(4), 485–496. https://doi.org/10.1002/jsc.2359
Mayberry, M. (2024). The Transformational Leader: How the World's Best Leaders Build Teams, Inspire Action, and Achieve Lasting Success. John Wiley & Sons
Men, L. R., Yue, C. A., & Liu, Y. (2020). Vision, passion, and care:” The impact of charismatic executive leadership communication on employee trust and support for organizational change. Public Relations Review, 46(3).
Morgan, J. (2017). The employee experience advantage: How to win the war for talent by giving employees the workspaces they want, the tools they need, and a culture they can celebrate. John Wiley & Sons.
Mubarak, F., & Noor, A. (2018). Effect of authentic leadership on employee creativity in project-based organizations with the mediating roles of work engagement and psychological empowerment. Cogent Business & Management, 5(1), 1. https://doi.org/10.1080/23311975.2018.1429348
Nadel, M. (2019). The Pittsburgh survey of 1907–1908: Divergent paths to change. The Social Service Review, 93(4), 678–711. https://doi.org/10.1086/706336
Nixon, P., Harrington, M., & Parker, D. (2012). Leadership performance is significant to project success or failure: a critical analysis. International Journal of Productivity and Performance Management, 61(2), 204–216. https://doi.org/10.1108/17410401211194699
Olaniyan, O. S., & Hystad, S. W. (2016). Employees’ psychological capital, job satisfaction, insecurity, and intentions to quit: The direct and indirect effects of authentic leadership. Revista de Psicología Del Trabajo y de Las Organizaciones, 32(3), 163–171. https://doi.org/10.1016/j.rpto.2016.09.003
Park, H., Cho, I.-H., Park, S., & Shin, G.-C. (2019). Application of whiteheadian creativity to corporate creativity: A five Cs creativity model. In SAGE Advance. https://doi.org/10.31124/advance.8081141.v1
Ribeiro, N., Duarte, A. P., & Filipe, R. (2018). How authentic leadership promotes individual performance: Mediating role of organizational citizenship behavior and creativity. International Journal of Productivity and Performance Management, 67(9), 1585–1607. https://doi.org/10.1108/ijppm-11-2017-0318
Roberts, J. A., & David, M. E. (2017). Put down your phone and listen to me: How boss phubbing undermines the psychological conditions necessary for employee engagement. Computers in Human Behavior, 75, 206–217. https://doi.org/10.1016/j.chb.2017.05.021
Sarin, S., & McDermott, C. (2003). The effect of team leader characteristics on learning, knowledge application, and performance of cross‐functional new product development teams. Decision Sciences, 34(4), 707–739. https://doi.org/10.1111/j.1540-5414.2003.02350.x
Sarode, A. P., & Deore, S. S. (2017). Role of third-party employee verification and background checks in HR management: An overview. Journal of Commerce and Management Thought, 8(1), 86–96.
Semedo, A. S. D., Coelho, A. F. M., & Ribeiro, N. M. P. (2016). Effects of authentic leadership, affective commitment and job resourcefulness on employees’ creativity and individual performance. Leadership & Organization Development Journal, 37(8), 1038–1055. https://doi.org/10.1108/lodj-02-2015-0029
Shams, D. M. A., Chandio, S. A., Hussain, A. K., Dr. Syed Sheheryar Ali kazmi, & Marwat, D. A. (2025). Examining ChatGPT usage effect on students’ engagement, student performance and E-learning satisfaction: Empirical investigation in Pakistan. Journal for Social Science Archives, 3(1), 546–556. https://doi.org/10.59075/jssa.v3i1.140
Shenhar, A. J., Dvir, D., & Levy, O. (1997). Project success: a multidimensional, strategic concept. In Innovation in Technology Management. The Key to Global Leadership. PICMET’97. IEEE.
Staples, D. S., & Webster, J. (2008). Exploring the effects of trust, task interdependence and virtual Ness on knowledge sharing in teams. Information Systems Journal, 18(6), 617–640.
Turesky, E. F., Smith, C. D., & Turesky, T. K. (2020). A call to action for virtual team leaders: practitioner perspectives on trust, conflict, and the need for organizational support. Organization Management Journal.
Ul Musawir, A., Serra, C. E. M., Zwikael, O., & Ali, I. (2017). Project governance, benefit management, and project success: Towards a framework for supporting organizational strategy implementation. International Journal of Project Management, 35(8), 1658–1672.
Varga, J. (2018). The importance and fulfillment of the success criteria in projects implemented by small and medium-sized enterprises. PEOPLE International Journal of Social Sciences, 4(3), 834–844. https://doi.org/10.20319/pijss.2019.43.834844
Vergauwe, J., Wille, B., Hofmans, J., Kaiser, R. B., & De Fruyt, F. (2018). The double-edged sword of leader charisma: Understanding the curvilinear relationship between charismatic personality and leader effectiveness. Journal of Personality and Social Psychology, 114(1), 110–130. https://doi.org/10.1037/pspp0000147
Vessey, W. B., Barrett, J. D., Mumford, M. D., Johnson, G., & Litwiller, B. (2014). Leadership of highly creative people in highly creative fields: A historiometric study of scientific leaders. The Leadership Quarterly, 25(4), 672–691. https://doi.org/10.1016/j.leaqua.2014.03.001
Viitala, R., Vesalainen, J., & Uotila, T.-P. (2022). SME managers’ causal beliefs on HRM as success factor of the firm. Journal of Small Business Management, 60(6), 1379–1403. https://doi.org/10.1080/00472778.2020.1758528
Downloads
Published
Issue
Section
License

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
