Impact of Inclusive Leadership on Project Success: The Mediation Role of Proactive Behavior and Moderation Role of Self-Efficacy

Abstract

This study explores the influence of Inclusive Leadership on Project Success within project-based organizations, examining Proactive Behavior as a mediating factor and Self-efficacy as a moderator between Inclusive Leadership and Project Success. The research draws upon Leader-Member Exchange theory, which emphasizes the importance of leader-member relationships in enhancing team and individual performance, project commitment, and creativity. Focusing on project-based organizations in Pakistan, the study employs a convenience sampling method, utilizing selfadministered questionnaires for data collection. A total of 354 respondents from major Pakistani cities provided data for analysis. The research adopts a quantitative approach, conducting a causal study in non-contrived settings. Descriptive and statistical analyses were performed using SPSS software. Findings indicate that Proactive Behavior positively mediates the relationship between Inclusive Leadership and Project Success, while Self-efficacy positively moderates this relationship. The study concludes by discussing theoretical and practical implications, as well as offering recommendations for future research within the Pakistani context.