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Nexus betweenAmbidextrous Leadership and Xenophobia in Construction Project Success

Author

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  • Muhammad Naeem Sadiq

    (Ph.D. Scholar at Department of Management and HRM, The Islamia University of Bahawalpur, Pakistan.)

  • Muhammad Shahid Nawaz

    (Assistant professor, The Islamia University of Bahawalpur, Pakistan.)

Abstract

Leader opening and closing behaviors are assumed to foster high levels of employee exploration and exploitation behaviors, enhancing Project Success (PS) parameters by reducing the impact of Xenophobia (XP). Besides, previous studies relating to ambidextrous leadership (AL), and xenophobia, among CPEC projects in Pakistan and its implication for project success are inadequate. Hence, this study examines the mediating role of Xenophobia on the relationship between ambidextrous leadership and project success. The Study framework is established on ambidextrous theory. Data was collected from persons holding various key positions in the construction projects under CPEC –China Pakistan Economic Corridor. Total questionnaires of 570 were distributed, and 424 were returned. A convenient sampling technique was used. Hypotheses tests were performed via Smart PLS 3.0. Results show that the closing behavior of a leader positivelyaffects the construction project’s success. In contrast,the opening behavior of the leader fails to establish with construction project’s success. Besides, Opening and closing leadership behavior have a negative relationship with Xenophobia. While Xenophobia has a negative effect on the construction project's success. Xenophobia mediated the relationship between Opening & closing leadership and a construction project’s success. Findings provide essential insights to owner-managers, policy-makers, and researchers for further understanding this research.

Suggested Citation

  • Muhammad Naeem Sadiq & Muhammad Shahid Nawaz, 2022. "Nexus betweenAmbidextrous Leadership and Xenophobia in Construction Project Success," iRASD Journal of Management, International Research Alliance for Sustainable Development (iRASD), vol. 4(2), pages 330-345, june.
    • Handle: RePEc:ani:irdjom:v:4:y:2022:i:2:p:328-343
    DOI: 10.52131/jom.2022.0402.0082
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    References listed on IDEAS

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