Abstract:
The study examines how empowering leadership, mediated by innovative work behavior and moderated by collaborative culture, influences project success, utilising Social Exchange Theory as a framework. It delves into these dynamics through rigorous sampling, measurement, and analysis techniques while upholding ethical standards. Quantitative research and a deductive approach were used. Two hundred project team members in the IT industry provided data. The survey approach included a convenient sampling strategy. Different analyses were performed to test all the hypotheses, such as reliability, descriptive, demographic, correlation, and regression analysis. All values were supporting the hypothesis. These findings hold theoretical implications for understanding organisational dynamics and offer practical insights for fostering empowering leadership practices to enhance project success. However, limitations such as sampling techniques and industry-specific data call for research to broaden the scope and applicability of the findings. In conclusion, this study sheds light on the evolving landscape of project organisations, emphasising the importance of empowering leadership and collaborative culture in driving innovation and project success.
