Enhancing it project success through entrepreneurial leadership: the mediating roles of team reflexivity, team innovation culture, and team entrepreneurial passion

Norena-Chavez, Diego; Torres, Rocio Romani Article Enhancing it project success through entrepreneurial leadership: the mediating roles of team reflexivity, team innovation culture, and team entrepreneurial passion Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Norena-Chavez, Diego; Torres, Rocio Romani (2024) : Enhancing it project success through entrepreneurial leadership: the mediating roles of team reflexivity, team innovation culture, and team entrepreneurial passion, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 11, Iss. 1, pp. 1-19, https://doi.org/10.1080/23311975.2023.2287774 This Version is available at: https://hdl.handle.net/10419/325896 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may be saved and copied for your personal and scholarly purposes. You are not to copy documents for public or commercial purposes, to exhibit the documents publicly, to make them publicly available on the internet, or to distribute or otherwise use the documents in public. If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Cogent Business & Management ISSN: 2331-1975 (Online) Journal homepage: www.tandfonline.com/journals/oabm20 Enhancing it project success through entrepreneurial leadership: the mediating roles of team reflexivity, team innovation culture, and team entrepreneurial passion Diego Norena-Chavez & Rocio Romani Torres To cite this article: Diego Norena-Chavez & Rocio Romani Torres (2024) Enhancing it project success through entrepreneurial leadership: the mediating roles of team reflexivity, team innovation culture, and team entrepreneurial passion, Cogent Business & Management, 11:1, 2287774, DOI: 10.1080/23311975.2023.2287774 To link to this article: https://doi.org/10.1080/23311975.2023.2287774 © 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group. Published online: 22 Jan 2024. Submit your article to this journal Article views: 2743 View related articles View Crossmark data Citing articles: 6 View citing articles Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=oabm20 ENTREPRENEURSHIP AND INNOVATION | RESEARCH ARTICLE Cogent Business & ManageMent 2024, VoL. 11, no. 1, 2287774 Enhancing it project success through entrepreneurial leadership: the mediating roles of team reflexivity, team innovation culture, and team entrepreneurial passion Diego Norena-Chaveza and Rocio Romani Torresb aescuela de Posgrado, universidad de Lima, Lima, Peru; bCentRuM Catolica graduate Business school, Pontificia universidad Catolica del Peru, Lima, Peru ABSTRACT Drawing on the Resource Based View and Social Learning Theory, this study aims to explore the influence of Entrepreneurial Leadership (EL) on Project Success (PS) via the mediating pathways of Team Reflexivity (TR), Team Innovation Culture (TIC), and Team Entrepreneurial Passion (TEP). Data were gathered from 422 senior-level employees in IT firms. The analysis employed SMART-PLS 4 structural equation modeling to assess the proposed relationships. The findings underscore the significant impact of EL on PS. EL was observed to exert a noteworthy influence on TR, TIC, and TEP. Moreover, the proposed mediators, TR and TIC, exhibited substantial effects on PS, while TEP demonstrated a partially significant impact. Through the mediating roles of TR, TEP, and TIC, EL indirectly influenced PS. IMPACT STATEMENT This research can help to understand how Entrepreneurial Leadership (EL) affects Project Success (PS) through Team Reflexivity (TR), Team Innovation Culture (TIC), and Team Entrepreneurial Passion (TEP). Results highlight EL’s substantial impact on PS, TR, TIC, and TEP. The study fills a research gap, providing crucial insights for leadership and project success. It offers valuable implications for theory and practice in these domains 1. Introduction Global business practices have introduced a multitude of leadership challenges for managers. Entrepreneurial leadership (EL) serves as a catalyst for business growth and prosperity (Goosen & Stevens, 2013). It fosters an environment of innovation, risk-taking, swift decision-making, and seizing new opportunities while maintaining a clear vision (Thornberry, 2006). The investigation into entrepreneurial leadership (EL) and its influence on project success is crucial for comprehending how EL contributes to sustained competitive advantage and drives innovation in dynamic business contexts. EL, which merges elements of entrepreneurship and traditional leadership, is becoming increasingly acknowledged as essential for tackling the challenges faced by modern organizations (Mamun et al., 2018; Strobl et al., 2020). However, there is a notable deficiency in detailed knowledge about how the specific behaviors associated with EL effectively steer complex project initiatives and enhance employee engagement. This represents a significant research gap in the field of entrepreneurial leadership (Latif et al., 2020). In addition, the literature on entrepreneurial leadership highlights the significance of relational leadership behavior for nascent entrepreneurs, even during the initial phases of venturing, as it has the potential to inspire persistence and consequently enhance the likelihood of successfully launching a startup (Walsh & Martin, 2023). EL integrates elements of commercial entrepreneurship and leadership, facilitating project completion within organizations (Latif et al., 2020). Various leadership styles have been linked to the successful execution of projects (Aga et al., 2016; Malik et al., 2022; Abbas & Ali, 2021; Cannatelli et al., 2017). Recent © 2024 the author(s). Published by informa uK Limited, trading as taylor & Francis group. CONTACT Diego norena-Chavez [email protected] escuela de Posgrado, universidad de Lima, Lima, Peru https://doi.org/10.1080/23311975.2023.2287774 this is an open access article distributed under the terms of the Creative Commons attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. the terms on which this article has been published allow the posting of the accepted Manuscript in a repository by the author(s) or with their consent. ARTICLE HISTORY Received 10 October 2023 Revised 20 November 2023 Accepted 20 November 2023 KEYWORDS Entrepreneurial leadership; team reflexivity; project success; team innovation culture; team entrepreneurial passion REVIEWING EDITOR Eric Liguori, Jim Moran College of Entrepreneurship, Florida State University, Tallahassee, United States JEL CLASSIFICATIONS M12; M14 2 D. NORENA-CHAVEZ AND R. ROMANI TORRES findings have highlighted the impact of EL on project success (PS). Latif etal. (2020) conducted the lone study establishing a correlation between entrepreneurial leadership and PS. Thus, further exploration of EL and PS is warranted. Latif et al. (2020) assessed the mediating influence of knowledge management processes and advocated for additional research on potential mediating variables. This will aid in discerning the mechanism through which EL affects PS. In this study, Team Reflexivity (TR), Team Entrepreneurial Passion (TEP), and Team Innovation Culture (TIC) are considered as mediators. Current research has revealed gaps in understanding the interplay between EL, TR, TEP, TIC, and PS. Firstly, despite increasing interest in EL, it remains relatively less explored (Leitch & Harrison et al., 2018; Latif et al., 2020; Strobl et al., 2020). Leitch and Volery (2017) contend that the literature on leadership in business is still relatively limited. Secondly, there is a growing emphasis on examining mediating factors to understand how leadership impacts organizational performance (Chatterjee et al., 2023). While the study by Latif et al. (2020) sheds light on how EL affects PS through intervening variables, it is imperative to explore how other factors may also influence this relationship. Thirdly, there exists a robust association between leadership approaches and the outcomes of teams (Team Building: Aga et al., 2016; Team Leadership: Miles & Watkins, 2007; Team Commitment: Pearce & Herbik, 2004; Team Leader Behaviors: Ammeter & Dukerich, 2002). While no prior investigations have directly addressed it, entrepreneurial leadership has the potential to exert a significant influence on team reflexivity, entrepreneurial zeal, and the culture of innovation. Finally, although a number of team outcomes have been linked with project success (team building: Aga et al., 2016; team management: Scott-young & Samson, 2008; team perspective: Xu etal., 2010). TR, entrepreneurial passion, and innovation culture have little or no influence on project success. Team reflexivity is important to develop the team performance and to have better profits than the competence (Lee, 2008). Team entrepreneurial passion helps organizations get a better position than competence (Mwawasi, 2022). Team innovation culture improves the strategic position of a company (Khanagha et al., 2022). Leaders raise knowledge of the project obstacles and several uncertainties that demand change initiatives (Zaman et al., 2019; Yan et al., 2011). Therefore, leaders establish enticing targets for teams to achieve difficult project objectives (Munyeki & Were, 2017). Leaders must strongly integrate their vision with their teams so that their team members are inspired by moral and ethical ideals (Zaman et al., 2019). RBV and SLT are used to explain the association between EL, TR, TIC, TEP, and PS in this study. According to the RBV, in order to achieve a sustainable competitive advantage, a company must obtain and manage valuable, distinctive, difficult-to-copy, and irreplaceable resources and capabilities, and possess the organizational capacity to assimilate and leverage them (Barney et al., 2001; Barney & Clark, 2007). According to Bandura’s (1969) Social-Learning Theory, an identificatory event takes place when a model’s actions align with those of another individual in situations where the model’s behavior serves as the stimulus for the matching response. This study addresses recognized knowledge gaps and offers several noteworthy contributions. It builds upon prior research on Entrepreneurial Leadership (EL) and its influence on project achievement, as indicated by Latif etal. (2020). Notably, it stands as one of the pioneering studies examining EL’s role as a significant predictor of Project Success (PS) within the IT industry. Additionally, it delves into an area with limited existing research, exploring whether EL serves as a substantial predictor of team outcomes, encompassing team reflexivity, team entrepreneurial passion, and team innovation culture. Furthermore, this research investigates whether Team Reflexivity (TR), Team Innovation Culture (TIC), and Team Entrepreneurial Passion (TEP) act as mediators between entrepreneurial leadership and project success. This inquiry seeks to establish the mechanisms through which EL influences project viability, enriching our comprehension of this relationship. Additionally, it contributes to the body of knowledge on team outcomes, shedding light on the role of EL in fostering heightened project success. This study not only augments the literature on leadership by examining a novel leadership style and its implications for project success, but also provides valuable insights to Resource-Based View (RBV) and Social Learning Theory (SLT) by illustrating how EL contributes to project success through entrepreneurial passion, innovation culture, and team reflexivity. This study aims to investigate how Entrepreneurial Leadership (EL) influences Project Success (PS) through the mediating factors of Team Reflexivity (TR), Team Innovation Culture (TIC), and Team Entrepreneurial Passion (TEP). To address these inquiries, the study poses the following research questions: COGENT BUSINESS & MANAGEMENT 3 Does EL positively and significantly impact PS? Does EL positively and significantly impact TR? Does TR positively and significantly impact PS? Does TR mediate the relationship between EL and PS? Does EL positively and significantly impact TIC? Does TIC positively and significantly impact PS? Does TIC mediate the relationship between EL and PS? Does EL positively and significantly impact TEP? Does TEP positively and significantly impact PS? Does TEP mediate the relationship between EL and PS? This article contributes to the literature in the following ways: It advances the understanding of how internal drivers, drawing from the resource-based view theory and social learning theory, can enhance entrepreneurial management performance in SMEs (Baron & Ensley, 2006; Bandura etal., 2001); it expands empirical knowledge on the impact of Entrepreneurial Leadership on Project Success (Aga et al., 2016); it offers a comprehensive framework for governments and policies to grasp the direct influence of EL on PS, both directly and through the mediating factors of TR, TIC, and TEP, in the current global post-pandemic context (Mehmood et al., 2021; Su etal., 2022; Zhang etal., 2022); it contributes to the development of a model encompassing the studied variables, which holds practical utility for academia and the entrepreneurial ecosystem (Abdelwahed etal., 2022). The study is organized as follows: an introduction, a literature review that sets the stage for the proposed hypotheses, a section detailing the research methodology, including research design, measures, participant characteristics, and data analysis results. The concluding section discusses the theoretical implications, managerial considerations, provides conclusions, outlines limitations, and suggests avenues for future research. 2. Literature review and hypothesis development 2.1. Entrepreneurial leadership Entrepreneurial Leadership (EL), as described by Cunningham and Lischeron (1991), encompasses objectives, opportunities, empowerment, institutional knowledge, and human resource frameworks. It aligns with contemporary research on leadership and entrepreneurship, focusing on behaviors and actions rather than inherent traits or personalities (Cogliser & Brigham, 2004). Renko et al. (2015) underscore that EL inspires and guides team members towards achieving organizational goals by recognizing and seizing entrepreneurial opportunities. According to Sarabi etal. (2020) and Bagheri and Lope Pihie (2018), entrepreneurial leaders possess qualities such as creativity, innovation, and a willingness to take risks, which in turn, inspire their team members to produce innovative outputs. Kodama (2005) and Hirst et al. (2004) Organizations heavily invested in scientific, technological, and R&D endeavors, which govern the innovation process, necessitate entrepreneurial leadership. Furthermore, although earlier studies have highlighted entrepreneurial leadership as an efficient leadership style that encourages innovative conduct, there is limited understanding regarding the ways in which CEOs’ entrepreneurial leadership practices impact employees’ innovative behavior (Bagheri et al., 2022; Chiu et al., 2016). 2.2. Entrepreneurial leadership and project success The project is guided by a budget, schedule, and scope. Jugdev etal. (2013) distinguish project success into two components: essential factors, also known as independent variables, and criteria. These measures are utilized to assess whether a project has achieved success or experienced failure. Leadership within project-based organizations fosters a sense of loyalty by promoting a positive outlook and cultivating a collaborative atmosphere that ultimately contributes to project completion (Aga et al., 2016). The literature on project management emphasizes the vital role of leadership in attaining project excellence (Kerzner, 1987) and driving change (Patterson, 2010). Several studies have demonstrated that both 4 D. NORENA-CHAVEZ AND R. ROMANI TORRES leadership style and individual traits are pivotal factors in determining project success or failure (Anantatmula, 2010; Geoghegan & Dulewicz, 2008; Mwesiumo et al., 2022). RBV is commonly applied in management studies to analyze how the resources available to a firm can foster and sustain a competitive edge, ultimately enhancing the performance of urban education, as discussed by Flamini etal. (2021), Welsh and Swain (2020) and Muller and Turner (2010). The Resource-Based View (RBV) elucidates the connection between entrepreneurial leadership and project success. The central concept revolves around gaining a competitive edge through resources and capabilities possessing value, rarity, distinctiveness, and irreplaceability, while also establishing the necessary organizational framework to effectively integrate and utilize them (Barney etal., 2001). Leadership has been identified as a valuable resource for organizations seeking competitive advantage (Kelliher & Reinl, 2009; McKevitt et al., 2022). Given that entrepreneurial leadership embodies qualities such as passion, vision, willingness to take on challenges, proactive problem-solving, radical innovation, and a propensity for risk-taking (Renko et al., 2015), creativity, a fundamental trait of EL, is recognized as a critical organizational resource. Therefore, from a resource-based perspective, it can be argued that leadership, as a resource, contributes to the enhanced success of organizations (Rego et al., 2012). Hence, it can be proposed that: H1. There is a significant and positive impact of entrepreneurial leadership on project success. 2.3. Mediating role of team reflexivity Team Reflexivity (TR) is founded on the belief that a team’s surroundings are in a constant state of flux, demanding ongoing reflection and discussion to assess recent developments and determine the optimal course of action (Hoegl & Parboteeah, 2006). Various leadership styles, including learning leadership, humble leadership, spiritual leadership, and servant leadership, have been shown in existing leadership literature to positively influence team reflexivity (Lei et al., 2022; Liu et al., 2022; Wang et al., 2021; Shoukat et al., 2022). While the relationship between Entrepreneurial Leadership (EL) and TR remains unclear and hasn’t been quantified thus far, research suggests that organizations characterized by robust team reflexivity and effective leadership are more likely to achieve success (Leblanc et al., 2022; Baerheim et al., 2022). The influence of EL on TR can be elucidated through the lens of social learning theory. According to this theory, an identifying event occurs when a model’s behavior aligns with that of another individual in a situation where the model’s behavior serves as the cue for the matching response (Bandura, 1969). According to Social Learning Theory, individuals learn by observing the behaviors and results of others. In this context, entrepreneurial leadership that exhibits innovation, risk-taking and resilience can inspire similar behaviors in their followers. EL therefore involves constant team learning and TR. Therefore, social learning theory stresses the importance of managers’ adaptability to work across a range of tasks and employ a variety of skills in diverse circumstances (Liu & Lin, 2019; Dayan & Basarir, 2010). Therefore, social learning theory posits that emulation and vicarious learning processes are mechanisms through which leaders can enhance reflexivity in their teams. Building on this theory, Zhang etal. (2022) propose that the temporal leadership of top-level managers should impact the reflexivity of middle-level team managers. It can be challenging for managers at lower ranks to acquire all the skills and experience required to lead and complete team projects (Castellano et al., 2021). Furthermore, Hoegl and Parboteeah (2006) concluded that TR was a crucial determinant of Project Success (PS) and that TR and PS exhibit a significant positive correlation. TR plays a strategic role in evaluating the work environment, particularly in uncertain circumstances, and in making informed decisions after the team engages in meaningful discussions about the matter (Gupta et al., 2022). Based on the arguments, it is proposed that: H2: EL has a significant and positive effect on TR. H3: There is a significant and positive impact of TR and PS. The aforementioned literature suggests that leadership can have an impact on team reflexivity (Harvey & Green, 2022) which can in turn influence project success (Connor et al., 2022). Based on the arguments, it is proposed that: COGENT BUSINESS & MANAGEMENT 5 H4: TR mediates the relationship between EL and PS. 2.4. Mediating role of team innovation culture Team innovation culture refers to the process of generating, adopting, implementing, and integrating new ideas within a team’s dynamic (Hsu et al., 2022). Amabile (1988) contends that this culture is shaped by the combined contributions of domain-specific skills, creativity-related abilities, and task-driven motivation. While research on the relationship between Entrepreneurial Leadership (EL) and organizational innovation culture is limited, some studies do acknowledge the link between leadership styles like humility leadership, temporal leadership, gratitude leadership, and team innovation culture (Leblanc et al., 2022; Lyu et al., 2022; Li et al., 2022). Furthermore, EL can efficiently guide innovation efforts by encouraging their employees to create and put into practice new and innovative ideas (Malibari & Bajaba, 2022). The influence of EL on Team Innovation Culture (TIC) can be explained through the lens of social learning theory. Entrepreneurial leaders with strategic acumen can convey their vision to their followers and guiding them through challenging tasks (Bagheri & Harrison, 2020). Consequently, leaders, through their distinctive traits, can aid in cognitive restructuring for individuals, allowing followers to acquire innovation skills from their leaders (Radaelli et al., 2014). Mehmood et al. (2021) propose that entrepreneurial leaders, known for their inventive and innovative attributes, play a pivotal role in driving the innovation process. As entrepreneurial leaders are consistently seeking new opportunities, they foster an environment where individuals can both share and learn from one another. In diverse project-based organizations, team innovation is crucial for adapting swiftly to external changes and achieving corporate objectives in competitive settings (Emiliano de Souza etal., 2022). Existing literature on innovation recognizes its positive impact on Project Success (PS) and overall organizational management (Ahmad et al., 2022; Sæbø & Midtsundstad, 2022; Li et al., 2022). The Resource-Based View (RBV) can be employed to elucidate the connection between a team’s innovation culture and project success. RBV explains the relationship between a team’s innovation culture and the success of its projects. According to Caldeira and Ward (2003), variation in the success rate of projects can often be attributed to how teams use their unique resources and internal capabilities. RBV suggests that companies with unique, valuable and hard-to-imitate resources are more likely to achieve superior performance. In the context of project management, this means that teams that effectively utilize their unique resources, both tangible and intangible are more likely to succeed (Ahmed et al., 2022). Therefore, RBV recognizes the importance of both tangible assets such as project management methodologies and practices and intangible assets such as project facilitation skills. When effectively leveraged, these assets can contribute significantly to the success of a project. In an environment of escalating competition and heightened reliance on external partnerships, factors like open innovation and team innovation have become vital and widespread strategies for attaining a sustainable competitive advantage (Zhang etal., 2023). Based on the arguments it is proposed that: H5: EL has a significant and positive effect on TIC. H6: TIC has a positive and significant impact on PS. As per social learning theory, collaborating with leaders who engage in creative endeavors related to identifying and capitalizing on opportunities enhances the capabilities of team members (Bandura, 1969). Mehmood et al. (2021) contend that entrepreneurial leaders are renowned for their imaginative and inventive attributes, making them the driving force behind the innovation process. Multiple studies (Lyu etal., 2022; Li etal., 2022) suggest that leadership plays a role in shaping a team’s culture of innovation, which in turn has implications for project success (Sæbø & Midtsundstad, 2022). The introduction of innovation is regarded as the most potent strategy for enhancing project success (Shaukat et al., 2022). Consequently, the following hypothesis is put forth: H7: TIC mediates the relationship between EL and PS. 6 D. NORENA-CHAVEZ AND R. ROMANI TORRES 2.5. Mediating role of team entrepreneurial passion Entrepreneurial passion refers to a consciously accessible, intensely positive emotion arising from an entrepreneur’s involvement in activities that hold personal significance and relevance (Cardon et al., 2009). The passion exhibited by entrepreneurial leaders strongly influences how followers perceive project success (Sari & Ahmad, 2022). Previous studies have indicated that there is a positive and significant relationship between transformational leadership and passion (Norena-Chavez & Thalassinos, 2022). The impact of Entrepreneurial Leadership (EL) and Team Entrepreneurial Passion (TEP) can be understood through the lens of Social Learning Theory (SLT). According to the social learning viewpoint, the knowledge is developed through active engagement in tasks, feedback reception, and various forms of interpersonal interactions in communal and social settings. Learning and cognition are not viewed as solitary processes; instead, they are influenced by the nature of interactions team have with others and the specific contexts in which these interactions take place (Hill etal., 2009). To achieve better business outcomes, leaders need to share their passion with their followers (Renko etal., 2015). Leaders instill in their followers the belief that possessing passion is a vital component for successfully accomplishing organizational objectives (Raby etal., 2023; Sari & Ahmad, 2022). This underscores the pivotal role of entrepreneurial leadership in fostering entrepreneurial enthusiasm within the team. Teams that operate with entrepreneurial passion are more likely to achieve superior performance and ensure project success, according to Finch et al. (2022). Project managers can leverage team entrepreneurial passion to instill a high level of integrity and expertise in the execution of various projects, thereby enhancing their success (Deng et al., 2022; Khattak et al., 2022). The relationship between team entrepreneurial passion and project success can be elucidated through the Resource-Based View (RBV). This theory suggests that the positive emotions and sense of identity that stem from entrepreneurial passion are key indicators of a team’s performance and potential opportunities. RBV particularly emphasizes examining organizations from an internal perspective to understand the factors that contribute to their project success (Ahsan etal., 2022). Team entrepreneurial passion is a resource that enables organizations to gain a superior competitive position (Mwawasi, 2022). Given the dynamic nature of the market and the innovative capabilities of competitors, firms face challenges in meeting their goals and sustaining competitive performance. In such scenarios, the team’s entrepreneurial spirit can confer a competitive edge (Norena-Chavez & Guevara, 2020). TEP provides superior economic value compared to competitors or distinguishes itself from its rivals (Fabrizio et al., 2022). Based on the arguments it is proposed that: H8: The impact of EL and TEP is significant and positive. H9: TEP has a positive and significant impact on PS. Entrepreneurial Leadership (EL) fosters employee involvement in identifying opportunities and developing new products, services, and business approaches (Bagheri, 2017; Renko etal., 2015). Social Learning Theory (SLT) posits that teams can gain valuable insights from their leaders; the actions and behaviors of entrepreneurial leaders also inspire staff to partake in creative endeavors (Mehmood et al., 2021). Existing literature indicates that leadership has the potential to influence Team Entrepreneurial Passion (TEP) (Abdelwahed et al., 2022), which, in turn, affects project success (Su et al., 2022). Hence, the following hypothesis is proposed: H10: TEP mediates the relationship between EL and PS. The proposed model is as follows (Figure 1). 3. Research methodology 3.1. Study areas and research design The research team conducted data collection sessions in Peru involving experienced IT professionals at the senior level. The study exclusively focused on the technology and services sector in Peru. Prior to their participation, all individuals received comprehensive information regarding the research’s objectives and scope. Their voluntary participation was confirmed through signed consent forms, ensuring their COGENT BUSINESS & MANAGEMENT 7 informed consent. Participants were assured that the data collected would not be used for commercial purposes, and strict protocols were followed throughout the data collection process. At the beginning of the questionnaire, participants were informed about data anonymity and confidentiality as an additional measure to safeguard their rights and privacy. They were also provided with a concise survey invitation that outlined the study’s purpose, potential risks, if any, and the survey questions. Each subject was treated as an independent unit for the purposes of this study, which is reflected in our data analysis approach. This study adhered to ethical guidelines and underwent a rigorous review process conducted by an independent ethics review board to ensure the ethical treatment of human participants. Data collection took place between November and December 2022. Out of the 500 distributed questionnaires, 450 were returned, resulting in a response rate of 90%. Among these, 422 responses were deemed valid. This research employed a non-probability convenience sampling method, targeting 422 senior-level IT professionals in various regions of Peru, including Arequipa, Trujillo, Piura, Callao, and Lima. This research utilized a method of non-probability convenience sampling. The data were collected at the individual level within teams, not at the team level itself. Therefore, the measurements reflect individual rather than group variations, rendering the intra-class correlation (ICC) analysis inapplicable in this context. Table 1 provides an overview of the respondents’ demographic details. 3.2. Participants characteristics The population of this study was senior-level IT professionals in Peru, In terms of gender, the majority of respondents were male, constituting 91.23% of the sample, while females made up the remaining 8.77%. Regarding age distribution, individuals under 25 represented 24.88%, followed closely by those aged 25–29 at 23.22%. The 30–34 age group accounted for 11.37%, 35–39 comprised 13.74%, and individuals over 40 constituted 26.78% of the sample. Respect of education levels varied among respondents, with the highest proportion holding a Bachelor’s degree, comprising 61.61%. Those with a high school education represented 17.77%, while individuals with a Master’s or MBA made up 18.72%. A smaller percentage held advanced degrees, with Ph.D. or DBA holders comprising 1.9% of the sample. In terms of geographical distribution, Lima had the highest representation at 35.55%, followed by Arequipa at 23.22%. Callao and Trujillo each accounted for approximately 19% and 11.85%, respectively, while Piura constituted 10.43% of the respondents. Overall, the majority of respondents were male, with a significant proportion holding Bachelor’s degrees. The sample also exhibited diversity in age and province of residence, providing a comprehensive demographic overview as seen in Table 1. 3.3. Measures The items in the survey were drawn from trustworthy and previously validated tools. Initially, the items were created in English with the help of two professors. A direct and reverse translation process was Figure 1. Research framework. 14 D. NORENA-CHAVEZ AND R. ROMANI TORRES project-based organization led by risk-taking and enthusiastic leaders is more likely to achieve success. The study also reaffirms the pivotal role of leadership in shaping organizational outcomes, in line with the Resource-Based View (RBV) theory. Furthermore, the research demonstrated that EL significantly influences TR, supporting existing studies that highlight the substantial impact of EL on TR. This implies that organizations with leadership inclined towards risk-taking and challenge-seeking are poised for enhanced performance. The study also confirmed the significant effect of TR on PS, underlining its crucial role in project success. This validates previous research indicating the importance of team reflexivity in achieving successful project outcomes. Moreover, the study revealed that EL significantly impacts TIC, indicating its vital role in shaping the innovative culture within an organization. This underscores the leader’s influence in transforming team culture. The findings also confirmed the significant influence of TIC on PS, emphasizing the importance of an innovative culture in project success. This supports the core proposition of the Resource-Based View and aligns with earlier studies. Lastly, the study identified that EL notably influences Team Entrepreneurial Passion, emphasizing the role of leadership in fostering passion among team members. However, TEP was found to have a less significant direct impact on PS. Overall, the study highlights the multifaceted influence of EL on-project success through its mediating factors, providing valuable insights for project-based organizations. 8. Limitations and future directions Future research can overcome this study’s limitations. This study used a cross-sectional design to collect data that could only reflect a single moment in time. Longitudinal data collecting research can reveal causality and dynamic effect mechanism. Second, this study examined Peru. Future research should include the examination of diverse cultures. Furthermore, there is a need to explore additional mediating variables, such as entrepreneurial self-efficacy, knowledge management processes, and innovative team behavior. Additionally, future studies could assess additional moderating variables, like knowledge sharing and entrepreneurial intent. Authors contributions Diego Norena-Chavez (Corresponding author), was primarily responsible for the data collection and analysis, taking the lead in composing the initial draft. Rocio Romani Torres (author) contributed equally to the conception and design of the study. She provided review of literature, critical insights the interpretation of the findings, contributing to significant revisions. Both authors collaborated closely in drafting the manuscript. The final version of the paper was thoroughly reviewed and approved by both authors. Both authors agree to be accountable for all aspects of the work, ensuring its accuracy and integrity. Disclosure statement No potential conflict of interest was reported by the author(s). Funding No funding was receiving. About the authors Diego Norena-Chavez, PhD at CENTRUM Catolica Graduate Business School and PhD in Business Administration in France. MBA from Esade Business School and Master in Business Administration from Universidad Adolfo Ibáñez. Reserve Officer of the Peruvian Army. Director of the Doctorate in Administration at the University of Lima, Peru. Coach and Mentor of sustainable entrepreneurship. COGENT BUSINESS & MANAGEMENT 15 Rocio Romani is a lecturer at the Centre for Innovation and Entrepreneurial Development at the Pontificia Universidad Catolica del Peru. PhD(c) Candidate at CENTRUM Catolica Graduate Business School, Lima, Peru – PUCP. ORCID Diego Norena-Chavez http://orcid.org/0000-0001-5292-2152 Rocio Romani Torres http://orcid.org/0000-0001-6562-2343 Data availability statement No original data were generated in the course of this study. All data sources and references to existing datasets used in this work are cited in the References section. References Abbas, M., & Ali, R. (2021). Transformational versus transactional leadership styles and project success: A meta-analytic review. European Management Journal, 41(1), 1–20. https://doi.org/10.1016/j.emj.2021.10.011 Abdelwahed, N. A. A., Soomro, B. A., & Shah, N. (2022). Predicting employee performance through transactional leadership and entrepreneur’s passion among the employees of Pakistan. Asia Pacific Management Review, 28(1), 60–68. https://doi.org/10.1016/j.apmrv.2022.03.001 Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project success: The mediating role of team-building. International Journal of Project Management, 34(5), 806–818. https://doi.org/10.1016/j.ijproman.2016.02.012 Ahmad, M. K., Abdulhamid, A. B., Wahab, S. A., Pervaiz, A. N., & Imtiaz, M. (2022). Direct and indirect influence of project managers’ contingent reward leadership and empowering leadership on project success. International Journal of Engineering Business Management, 14, 184797902110734. https://doi. org/10.1177/18479790211073443 Ahmed, R., Shaheen, S., & Philbin, S. P. (2022). The role of big data analytics and decision-making in achieving project success. Journal of Engineering and Technology Management, 65, 101697. https://doi.org/10.1016/j.jengtecman.2022.101697 Ahsan, M., Adomako, S., Donbesuur, F., & Mole, K. F. (2022). Entrepreneurial passion and product innovation intensity in new ventures: Mediating effects of exploration and exploitation activities. British Journal of Management, 34(2), 849–872. https://doi.org/10.1111/1467-8551.12627 Amabile, T. M. (1988). A model of creativity and innovation in organizations. Research in Organizational Behavior, 10, 123–167. Ammeter, A. P., & Dukerich, J. M. (2002). Leadership, team building, and team member characteristics in high performance project teams. Engineering Management Journal, 14(4), 3–10. https://doi.org/10.1080/10429247.2002.114151 78 Anantatmula, V. (2010). Project manager leadership role in improving project performance. Engineering Management Journal, 22(1), 13–22. https://doi.org/10.1080/10429247.2010.11431849 Baerheim, A., Ødegaard, E. E., & Ness, I. J. (2022). Team reflexivity and the shared mind in interprofessional learning. Policy Futures in Education, 21(2), 157–167. https://doi.org/10.1177/14782103221094353 Bagheri, A. (2017). The impact of entrepreneurial leadership on innovation work behavior and opportunity recognition in high-technology SMEs. The Journal of High Technology Management Research, 28(2), 159–166. https://doi. org/10.1016/j.hitech.2017.10.003 Bagheri, A., & Harrison, C. (2020). Entrepreneurial leadership measurement: A multi-dimensional construct. Journal of Small Business and Enterprise Development, 27(4), 659–679. https://doi.org/10.1108/JSBED-01-2019-0027 Bagheri, A., & Akbari, M. (2018). The impact of entrepreneurial leadership on nurses’ innovation behavior. Journal of Nursing Scholarship, 50(1), 28–35. https://doi.org/10.1111/jnu.12354 Bagheri, A., & Lope Pihie, Z. A. (2018). Entrepreneurial leadership competencies and motivation to learn: A focus on student entrepreneurial leaders. In R. T. Harrison and C. M. Leitch (Eds.), Research handbook on entrepreneurship and leadership (pp. 346–373). Edward Elgar. https://doi.org/10.4337/9781783473762.00024 Bagheri, A., Newman, A., & Eva, N. (2022). Entrepreneurial leadership of CEOs and employees’ innovative behavior in high-technology new ventures. Journal of Small Business Management, 60(4), 805–827. https://doi.org/10.1080/004 72778.2020.1737094 Bandura, A. (Ed.). (1969). Social-learning theory of identificatory processes (pp. 213–262). Handbook of Socialization Theory and Research.[publisher] Bandura, A., Barbaranelli, C., Caprara, G. V., & Pastorelli, C. (2001). Self-efficacy beliefs as shapers of children’s aspirations and career trajectories. Child Development, 72(1), 187–206. https://doi.org/10.1111/1467-8624.00273 Barney, J. B., & Clark, D. N. (2007). Resource-based theory: Creating and sustaining. Oxford University Press. 16 D. NORENA-CHAVEZ AND R. ROMANI TORRES Barney, J., Wright, M., & Ketchen, D. J. (2001). The resource-based view of the firm: Ten years after 1991. Journal of Management, 27(6), 625–641. https://doi.org/10.1177/014920630102700601 Baron, R. A., & Ensley, M. D. (2006). Opportunity recognition as the detection of meaningful patterns: Evidence from comparisons of novice and experienced entrepreneurs. Management Science, 52(9), 1331–1344. https://www.jstor. org/stable/20110608“ https://doi.org/10.1287/mnsc.1060.0538 Cannatelli, B., Smith, B., Giudici, A., Jones, J., & Conger, M. (2017). An expanded model of distributed leadership in organizational knowledge creation. Long Range Planning, 50(5), 582–602. https://doi.org/10.1016/j.lrp.2016.10.002 Caldeira, M. M., & Ward, J. M. (2003). Using resource-based theory to interpret the successful adoption and use of information systems and technology in manufacturing small and medium-sized enterprises. European Journal of Information Systems, 12(2), 127–141. https://doi.org/10.1057/palgrave.ejis.3000454 Cardon, M. S., Gregoire, D. A., Stevens, C. E., & Patel, P. C. (2013). Measuring entrepreneurial passion: Conceptual foundations and scale validation. Journal of Business Venturing, 28(3), 373–396. https://doi.org/10.1016/j. jbusvent.2012.03.003 Cardon, M. S., Wincent, J., Singh, J., & Drnovsek, M. (2009). The nature and experience of entrepreneurial passion. Academy of Management Review, 34(3), 511–532. https://doi.org/10.5465/amr.2009.40633190 Castellano, S., Chandavimol, K., Khelladi, I., & Orhan, M. A. (2021). Impact of self-leadership and shared leadership on the performance of virtual R&D teams. Journal of Business Research, 128, 578–586. https://doi.org/10.1016/j.jbusres.2020.12.030 Chatterjee, S., Chaudhuri, R., Vrontis, D., & Giovando, G. (2023). Digital workplace and organization performance: Moderating role of digital leadership capability. Journal of Innovation & Knowledge, 8(1), 100334. https://doi. org/10.1016/j.jik.2023.100334 Chiu, C.-Y., Owens, B. P., & Tesluk, P. E. (2016). Initiating and utilizing shared leadership in teams: The role of leader humility, team proactive personality, and team performance capability. The Journal of Applied Psychology, 101(12), 1705–1720. https://doi.org/10.1037/apl0000159 Clulow, V., Barry, C., & Gerstman, J. (2007). The resource-based view and value: the customer-based view of the firm. Journal of European Industrial Training, 31(1), 19–35. https://doi.org/10.1108/03090590710721718 Cogliser, C. C., & Brigham, K. H. (2004). The intersection of leadership and entrepreneurship: Mutual lessons to be learned. The Leadership Quarterly, 15(6), 771–799. https://doi.org/10.1016/j.leaqua.2004.09.004 Connor, J., McDermott, V., & Gillies, W. (2022). Passionate projects: Practitioner reflections on emotion management. International Journal of Managing Projects in Business, 15(5), 865–885. https://doi.org/10.1108/ IJMPB-08-2021-0208 Cunningham, J. B., & Lischeron, J. (1991). Defining entrepreneurship. Journal of Small Business Management, 29(1), 45–61. Davcik, N. S., & Sharma, P. (2016). Marketing resources, performance, and competitive advantage: A review and future research directions. Journal of Business Research, 69(12), 5547–5552. https://doi.org/10.1016/j.jbusres.2016.04.169 Dayan, M., & Basarir, A. (2010). Antecedents and consequences of team reflexivity in new product development projects. Journal of Business & Industrial Marketing, 25(1), 18–29. https://doi.org/10.1108/08858621011009128 Deng, L., Ye, Q., Xu, D., Sun, W., & Jiang, G. (2022). A literature review and integrated framework for the determinants of crowdfunding success. Financial Innovation, 8(1), 1–70. https://doi.org/10.1186/s40854-022-00345-6 Emiliano de Souza, D., Favoretto, C., & Carvalho, M. M. (2022). Knowledge management, absorptive and dynamic capacities and project success: A review and framework. Engineering Management Journal, 34(1), 50–69. https://doi. org/10.1080/10429247.2020.1840876 Fabrizio, C. M., Kaczam, F., de Moura, G. L., da Silva, L. S. C. V., da Silva, W. V., & da Veiga, C. P. (2022). Competitive advantage and dynamic capability in small and medium-sized enterprises: A systematic literature review and future research directions. Review of Managerial Science, 16(3), 617–648. https://doi.org/10.1007/s11846-021-00459-8 Fey, S., & Kock, A. (2022). Meeting challenges with resilience–How innovation projects deal with adversity. International Journal of Project Management, 40(8), 941–950. https://doi.org/10.1016/j.ijproman.2022.10.006 Flamini, M., Graham, J., Toledo, W., & Williams, S. M. (2021). School leaders, emotional intelligence, and equitable outcomes in Urban education. Handbook of Social Justice Interventions in Education, 703–719. https://doi. org/10.1007/978-3-030-35858-7_84 Fornell, C., & Larcker, D. F. (1981). Evaluating Structural Equation Models with Unobservable Variables and Measurement Error. Journal of Marketing Research, 18(1), 39–50. https://doi.org/10.1177/002224378101800104 Finch, J., Jasny, M., Kucera, K. F., & Kiefer, G. (2022). Surveying the scope, success, and challenges of plant conservation community science. Frontiers in Conservation Science, 3, 97. https://doi.org/10.3389/fcosc.2022.933292 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 Goosen, R. J., & Stevens, R. P. (2013). Entrepreneurial leadership: Finding your calling, making a difference. IVP Books. Greco, M., Strazzullo, S., Cricelli, L., Grimaldi, M., & Mignacca, B. (2022). The fine line between success and failure: An analysis of open innovation projects. European Journal of Innovation Management, 25(6), 687–715. https://doi. org/10.1108/EJIM-12-2021-0620 Gupta, P., Mohapatra, M., & Srivastava, S. (2022). Towards team engagement through team empowerment: Moderating roles of team reflexivity and team orientation. Global Business Review, 097215092210758. https://doi. org/10.1177/09721509221075865 COGENT BUSINESS & MANAGEMENT 17 Hadi, N. U., & Chaudhary, A. (2021). Impact of shared leadership on team performance through team reflexivity: Examining the moderating role of task complexity. Team Performance Management: An International Journal, 27(5/6), 391–405. https://doi.org/10.1108/TPM-10-2020-0085 Hair, J., & Alamer, A. (2022). Partial Least Squares Structural Equation Modeling (PLS-SEM) in second language and education research: Guidelines using an applied example. Research Methods in Applied Linguistics, 1(3), 100027. https://doi.org/10.1016/j.rmal.2022.100027 Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24. https://doi.org/10.1108/EBR-11-2018-0203 Hair, J. F., Sarstedt, M., Hopkins, L., & Kuppelwieser, V. G. (2014). Partial least square structural equation modeling (PLS – SEM): An emerging tool in business research. European Business Review, 26(2), 106–121. https://doi.org/10.1108/ EBR-10-2013-0128 Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24. https://doi.org/10.1108/EBR-11-2018-0203 Harvey, J. F., & Green, P. (2022). Constructive feedback: When leader agreeableness stifles team reflexivity. Personality and Individual Differences, 194, 111624. https://doi.org/10.1016/j.paid.2022.111624 Hill, J., Song, L., & West, R. (2009). Social learning theory and web-based learning environments: a review of research and discussion of implications. American Journal of Distance Education, 23(2), 88–103. https://doi.org/10.1080/ 08923640902857713 Hirst, G., Mann, L., Bain, P., Pirola-Merlo, A., & Richver, A. (2004). Learning to lead: The development and testing of a model of leadership learning. The Leadership Quarterly, 15(3), 311–327. https://doi.org/10.1016/j.leaqua.2004.02.011 Hoang, G., Luu, T. T., Nguyen, T. T., Du, T., & Le, L. P. (2022). Examining the effect of entrepreneurial leadership on employees’ innovative behavior in SME hotels: A mediated moderation model. International Journal of Hospitality Management, 102, 103142. https://doi.org/10.1016/j.ijhm.2022.103142 Hoegl, M., & Parboteeah, K. P. (2006). Team reflexivity in innovative projects. R&D Management, 36(2), 113–125. https://doi.org/10.1111/j.1467-9310.2006.00420.x Hsu, H. M., Chang, H. T., Liou, J. W., Cheng, Y. C., & Miao, M. C. (2022). Empowering leadership and team innovation: The mediating effects of team processes and team engagement. German Journal of Human Resource Management, 37(1), 23–49. https://doi.org/10.1177/23970022221108487 Jensen, D. C., Hansen, A. K. L., Pedersen, L. D., & Andersen, L. B. (2022). Span of control and ethical leadership in highly professionalized public organizations. Public Personnel Management, 52(2), 191–217. https://doi. org/10.1177/00910260221140398 Jugdev, K., Perkins, D., Fortune, J., White, D., & Walker, D. (2013). An exploratory study of project success with tools, software and methods. International Journal of Managing Projects in Business, 6(3), 534–551. https://doi.org/10.1108/ IJMPB-08-2012-0051 Kelliher, F., & Reinl, L. (2009). A resource-based view of micro-firm management practice. Journal of Small Business and Enterprise Development, 16(3), 521–532. https://doi.org/10.1108/14626000910977206 Kerzner, H. (1987). In search of excellence in project management. Journal of Systems Management, 38(2), 30–39. Khanagha, S., Volberda, H. W., Alexiou, A., & Annosi, M. C. (2022). Mitigating the dark side of agile teams: Peer pressure, leaders’ control, and the innovative output of agile teams. Journal of Product Innovation Management, 39(3), 334–350. https://doi.org/10.1111/jpim.12589 Khattak, S. I., Rizvi, T. H., & Khan, M. A. (2022). Unwrapping software projects success in Asia: Assessing the role of authentic leadership, psychological empowerment, and job engagement in project success using a serial-mediation approach. SAGE Open, 12(2), 215824402210979. https://doi.org/10.1177/21582440221097918 Kodama, M. (2005). Knowledge creation through networked strategic communities - case studies on new product development in Japanese companies. Long Range Planning, 38(1), 27–49. https://doi.org/10.1016/j.lrp.2004.11.011 Latif, K. F., Afzal, O., Saqib, A., Sahibzada, U. F., & Alam, W. (2020). Direct and configurational paths of knowledge-oriented leadership, entrepreneurial orientation, and knowledge management processes to project success. Journal of Intellectual Capital, 22(1), 149–170. https://doi.org/10.1108/JIC-09-2019-0228 Latif, K. F., Nazeer, A., Shahzad, F., Ullah, M., Imranullah, M., & Sahibzada, U. F. (2020). Impact of entrepreneurial leadership on project success: mediating role of knowledge management processes. Leadership & Organization Development Journal, 41(2), 237–256. https://doi.org/10.1108/LODJ-07-2019-0323 Leblanc, P. M., Rousseau, V., & Harvey, J. F. (2022). Leader humility and team innovation: The role of team reflexivity and team proactive personality. Journal of Organizational Behavior, 43(8), 1396–1409. https://doi.org/10.1002/job.2648 Lee, L. T. S. (2008). The effects of team reflexivity and innovativeness on new product development performance. Industrial Management and Data Systems, 108(4), 548–569. https://doi.org/10.1108/02635570810868380 Lei, X., Liu, W., Su, T., & Shan, Z. (2022). Humble leadership and team innovation: The mediating role of team reflexivity and the moderating role of expertise diversity in teams. Frontiers in Psychology, 13, 726708. https://doi. org/10.3389/fpsyg.2022.726708 Leitch, C. M., & Harrison, R. (2018). Entrepreneurial leadership: A critical review and research agenda. In The Sage handbook of small business and entrepreneurship (Vol. 1, pp. 15–35). SAGE Publications. Leitch, C. M., & Volery, T. (2017). Entrepreneurial leadership: Insights and directions. International Small Business Journal: Researching Entrepreneurship, 35(2), 147–156. https://doi.org/10.1177/0266242616681397 18 D. NORENA-CHAVEZ AND R. ROMANI TORRES Li, C., Dong, Y., Wu, C. H., Brown, M. E., & Sun, L. Y. (2022). Appreciation that inspires: The impact of leader trait gratitude on team innovation. Journal of Organizational Behavior, 43(4), 693–708. https://doi.org/10.1002/job.2577 Li, X., Yin, Y., & Zhang, R. (2022). Examining the impact of relationship-related and process-related factors on project success: The paradigm of stimulus-organism-response. Journal of Asian Architecture and Building Engineering, 21(1), 93–109. https://doi.org/10.1080/13467581.2020.1828090 Liu, N., & Lin, Y. (2019). High-performance work systems, management team flexibility, employee flexibility and service-oriented organizational citizenship behaviors. The International Journal of Human Resource Management, 32(18), 3912–3949. https://doi.org/10.1080/09585192.2019.1651374 Liu, P., Liu, Y., Hou, W., Yuan, Y., & Li, B. (2022). How spiritual leadership affects team safety performance: the role of team reflexivity and work interdependence. International Journal of Occupational Safety and Ergonomics, 29(4), 1319–1327. https://doi.org/10.1080/10803548.2022.2120288 Liu, Y., Wang, Y., Zhang, F., Liu, S., & Liu, P. (2022). Influence of team spiritual leadership on team green innovation performance from the perspective of social information processing. Current Psychology, 42(29), 25671–25682. https://doi.org/10.1007/s12144-022-03672-0 Lyu, B., Liao, X., & Yang, Y. (2022). Relationships between temporal leadership, transactive memory systems and team innovation performance. Psychology Research and Behavior Management, 15, 2543–2559. https://doi.org/10.2147/ PRBM.S380989 Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3–30. https://doi.org/10.1111/j.1754-9434.2007.0002.x Malibari, M. A., & Bajaba, S. (2022). Entrepreneurial leadership and employees’ innovative behavior: A sequential mediation analysis of innovation climate and employees’ intellectual agility. Journal of Innovation & Knowledge, 7(4), 100255. https://doi.org/10.1016/j.jik.2022.100255 Malik, A. A., Muneeb, D., Khan, N., Usman, M., & Latif, K. F. (2022). The nexus of servant leadership and project success: the mediation of emotional intelligence and job stress and moderation of team effectiveness. Leadership & Organization Development Journal, 43(8), 1186–1200. https://doi.org/10.1108/LODJ-07-2021-0339 Mamun, A. A., Ibrahim, M. D., Yusoff, M. N. H., & Fazal, S. A. (2018). Entrepreneurial leadership, performance, and sustainability of micro-enterprises in Malaysia. Sustainability, 10(5), 1591. https://doi.org/10.3390/su10051591 McKevitt, D., Carbery, R., & Collins, S. (2022). Job crafting in project management: Implications for project success and career satisfaction. International Journal of Project Management, 40(7), 741–749. https://doi.org/10.1016/j.ijproman.2022.08.004 Mehmood, M. S., Jian, Z., Akram, U., & Tariq, A. (2021). Entrepreneurial leadership: The key to develop creativity in organizations. Leadership & Organization Development Journal, 42(3), 434–452. https://doi.org/10.1108/ LODJ-01-2020-0008 Miles, S. A., & Watkins, M. D. (2007). The leadership teams. Harvard Business Review, 85(4), 90–98. Müller, R., & Turner, J. R. (2010). Attitudes and leadership competences for project success. Baltic Journal of Management, 5(3), 307–329. https://doi.org/10.1108/17465261011079730 Munyeki, N., & Were, D. (2017). Influence of transformational leadership on the performance of project based organizations. International Journal of Project Management, 1(3), 41–60. Mwawasi, S. M. (2022). Leveraging knowledge sharing to achieve sustainable competitive advantage in organizations. Journal of Strategic Management, 6(1), 71–77. https://doi.org/10.53819/81018102t2043 Mwesiumo, D., Halfdanarson, J., & Shlopak, M. (2022). Navigating the early stages of a large sustainability-oriented rural tourism development project: Lessons from Træna, Norway. Tourism Management, 89, 104456. https://doi. org/10.1016/j.tourman.2021.104456 Norena-Chavez, D., & Thalassinos, E. (2022). The mediation effect of entrepreneurial self-efficacy in the relationship between entrepreneurial passion and leadership Styles. In S. Grima, E. Özen, & H. Boz (Eds.), The new digital era: Other emerging risks and opportunities (Contemporary studies in economic and financial analysis) (Vol. 109B, pp. 99– 125). Emerald Publishing Limited. https://doi.org/10.1108/S1569-37592022000109B007 Norena-Chavez, D., & Guevara, R. (2020). Entrepreneurial passion and self-efficacy as factors explaining innovative behavior: A mediation model. International Journal of Economics and Business Administration, 8(3), 352–373. https:// doi.org/10.35808/ijeba/522 Patterson, J. (2010). Leadership: The project management essential. Production and Inventory Management Journal, 46(2), 73–89. Pearce, C. L., & Herbik, P. A. (2004). Citizenship behavior at the team level of analysis: The effects of team leadership, team commitment, perceived team support, and team size. The Journal of Social Psychology, 144(3), 293–310. https://doi.org/10.3200/SOCP.144.3.293-310 Prabhu, N., Ramaprasad, B. S., Prasad, K., & Modem, R. (2021). Does workplace spirituality influence reflexivity in ongoing teams? Examining the impact of shared transformational leadership on team performance. South Asian Journal of Business Studies, 11(3), 341–369. https://doi.org/10.1108/SAJBS-07-2020-0246 Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879–891. https://doi.org/10.3758/BRM.40.3.879 Raby, R. L., Fischer, H., & Cruz, N. I. (2023). Community college international leaders’ sensemaking: Entrepreneurial leadership skills and behavior. Community College Review, 51(1), 52–74. https://doi.org/10.1177/00915521221125822 COGENT BUSINESS & MANAGEMENT 19 Radaelli, G., Lettieri, E., Mura, M., & Spiller, N. (2014). Knowledge sharing and innovative work behaviour in healthcare: A micro-level investigation of direct and indirect effects. Creativity and Innovation Management, 23(4), 400– 414. https://doi.org/10.1111/caim.12084 Rego, A., Sousa, F., Marques, C., & e Cunha, M. P. (2012). Authentic leadership promoting employees’ psychological capital and creativity. Journal of Business Research, 65(3), 429–437. https://doi.org/10.1016/j.jbusres.2011.10.003 Renko, M., El Tarabishy, A., Carsrud, A. L., & Brännback, M. (2015). Understanding and measuring entrepreneurial leadership style. Journal of Small Business Management, 53(1), 54–74. https://doi.org/10.1111/jsbm.12086 Sæbø, G. I., & Midtsundstad, J. H. (2022). How can critical reflection be promoted in professional learning communities? Findings from an innovation research project in four schools. Improving Schools, 25(2), 174–186. https://doi. org/10.1177/13654802221082477 Santos, S., & Cardon, M. (2019). what’s love got to do with it? Team entrepreneurial passion and performance in new venture teams. Entrepreneurship Theory and Practice, 43(3), 475–504. https://doi.org/10.1177/1042258718812185 Sarabi, A., Froese, F. J., Chng, D. H., & Meyer, K. E. (2020). Entrepreneurial leadership and MNE subsidiary performance: the moderating role of subsidiary context. International Business Review, 29(3), 101672. https://doi.org/10.1016/j. ibusrev.2020.101672 Sari, S. A., & Ahmad, N. H. (2022). Connecting the dots: Linking entrepreneurial leadership and strategic agility towards SME competitiveness. Vision: The Journal of Business Perspective, 8(4), 097226292210916. https://doi.org/ 10.1177/09722629221091658 Sarstedt, M., Hair, J. F., Cheah, J.-H., Becker, J.-M., & Ringle, C. M. (2019). How to Specify, Estimate, and Validate Higher-Order Constructs in PLS-SEM. Australasian Marketing Journal, 27(3), 197–211. https://doi.org/10.1016/j.ausmj.2019.05.003 Shaukat, M. B., Latif, K. F., Sajjad, A., & Eweje, G. (2022). Revisiting the relationship between sustainable project management and project success: The moderating role of stakeholder engagement and team building. Sustainable Development, 30(1), 58–75. https://doi.org/10.1002/sd.2228 Scott-Young, C., & Samson, D. (2008). Project success and project team management: Evidence from capital projects in the process industries. Journal of Operations Management, 26(6), 749–766. https://doi.org/10.1016/j.jom.2007.10.006 Shoukat, M., Elgammal, I., Shah, S., & Shaukat, H. (2022). Nexus between shared leadership, workplace bullying, team learning, job insecurity and team performance in health care. Team Performance Management, 28(3/4), 125–144. https://doi.org/10.1108/TPM-04-2021-0034 Strobl, A., Bauer, F., & Matzler, K. (2020). The impact of industry-wide and target market environmental hostility on entrepreneurial leadership in mergers and acquisitions. Journal of World Business, 55(2), 100931. https://doi. org/10.1016/j.jwb.2018.03.002 Su, Q., Luo, L., Lau, D. C., & de Jong, B. (2022). United or divided? Entrepreneurial passion and faultlines in new venture teams. Journal of Small Business Management, 1–34. https://doi.org/10.1080/00472778.2021.2010086 Terziovski, M. (2010). Innovation practice and its performance implications in small and medium enterprises (SMEs) in the manufacturing sector: A resource-based view. Strategic Management Journal, 31(8), 892–902. https://doi. org/10.1002/smj.841 Thornberry, N. (2006). Lead like an entrepreneur, keeping the entrepreneurial spirit within the corporation. McGraw-Hill Companies. Walsh, L., & Martin, B. (2023). The value of leadership practices when there is no one to lead: A nascent entrepreneurship context. Journal of Small Business Management, 61(6), 3155–3191. https://doi.org/10.1080/00472778.2021.1989444 Wang, Z., Guan, C., Cui, T., Cai, S., & Liu, D. (2021). Servant leadership, team reflexivity, coworker support climate, and employee creativity: A multilevel perspective. Journal of Leadership & Organizational Studies, 28(4), 465–478. https:// doi.org/10.1177/15480518211010769 Welsh, R. O., & Swain, W. A. (2020). (re)defining urban education: a conceptual review and empirical exploration of the definition of urban education. Educational Researcher, 49(2), 90–100. https://doi.org/10.3102/0013189X20902822 Xu, X., Zhang, W., & Barkhi, R. (2010). IT infrastructure capabilities and IT project success: A development team perspective. Information Technology and Management, 11(3), 123–142. https://doi.org/10.1007/s10799-010-0072-3 Yang, L. R., Huang, C. F., & Wu, K. S. (2011). The association among project manager’s leadership style, teamwork and project success. International Journal of Project Management, 29(3), 258–267. https://doi.org/10.1016/j.ijproman.2010.03.006 Zaman, U., Nawaz, S., Tariq, S., & Humayoun, A. A. (2019). Linking transformational leadership and “multi-dimensions” of project success: Moderating effects of project flexibility and project visibility using PLS-SEM. International Journal of Managing Projects in Business, 13(1), 103–127. https://doi.org/10.1108/IJMPB-10-2018-0210 Zhang, X., Chu, Z., Ren, L., & Xing, J. (2023). Open innovation and sustainable competitive advantage: The role of organizational learning. Technological Forecasting and Social Change, 186, 122114. https://doi.org/10.1016/j.techfore.2022.122114 Zhang, Y., Hu, Z., Tian, S., Zhou, C., & Ding, Y. (2022). Trickle-down effects of temporal leadership: The roles of leadership perspective and identification with leader. Frontiers in Psychology, 13, 1013416. https://doi.org/10.3389/ fpsyg.2022.1013416 Zwikael, O., & Smyrk, J. (2011). Project management for the creation of organizational value (1st ed.). Springer-Verlag London Limited. https://doi.org/10.1007/978-1-84996-516-3