Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes

The increasing adoption of project structures in a highly competitive business environment brings to the fore the figure of project managers, who are ultimately responsible for the performance of projects in organizations. We investigate how these leaders’ attributes are associated with project outc...
Ausführliche Beschreibung

Gespeichert in:

Autor*in:	Cavazotte, Flavia [verfasserIn] Mansur, Juliana [verfasserIn] Lanção, Felipe Augusto [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2023

Schlagwörter:	Leadership Humility Narcissism Psychological empowerment Fear of Failure

Übergeordnetes Werk:	Enthalten in: International journal of project management - Amsterdam : Elsevier, 1983, 41
Übergeordnetes Werk:	volume:41

DOI / URN:	10.1016/j.ijproman.2023.102500

Katalog-ID:	ELV064073173

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matchkey_str	article:02637863:2023----::eodhprdxnesadnhwrjclaehmltadacs
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allfields	10.1016/j.ijproman.2023.102500 doi (DE-627)ELV064073173 (ELSEVIER)S0263-7863(23)00064-9 DE-627 ger DE-627 rda eng 650 VZ Cavazotte, Flavia verfasserin aut Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes 2023 nicht spezifiziert zzz rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The increasing adoption of project structures in a highly competitive business environment brings to the fore the figure of project managers, who are ultimately responsible for the performance of projects in organizations. We investigate how these leaders’ attributes are associated with project outcomes, focusing on project leader humility and narcissism. We also analyze two specific mediating mechanisms through which these behavioral traits promote project performance: team member psychological empowerment and fear of failure. The study was conducted in a multinational conglomerate, based on a sample of 67 project leaders and 190 team members, with team outcomes evaluated by project directors. The findings suggest that leader humility and narcissism both directly and indirectly affect project performance. Project leader humility has a positive, direct effect on project cost and positive indirect effects on project time and quality through team empowerment. Project leader narcissism has a negative, direct effect on project cost, a positive, direct effect on projec quality, and a positive indirect effect on project time through team fear of failure. In addition, team fear of failure has a positive direct effect on project cost. We discuss these findings’ theoretical and practical implications. Leadership Humility Narcissism Psychological empowerment Fear of Failure Mansur, Juliana verfasserin aut Lanção, Felipe Augusto verfasserin aut Enthalten in International journal of project management Amsterdam : Elsevier, 1983 41 Online-Ressource (DE-627)320508927 (DE-600)2013163-X (DE-576)25927142X 0263-7863 nnns volume:41 GBV_USEFLAG_U GBV_ELV SYSFLAG_U GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_150 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 41
spelling	10.1016/j.ijproman.2023.102500 doi (DE-627)ELV064073173 (ELSEVIER)S0263-7863(23)00064-9 DE-627 ger DE-627 rda eng 650 VZ Cavazotte, Flavia verfasserin aut Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes 2023 nicht spezifiziert zzz rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The increasing adoption of project structures in a highly competitive business environment brings to the fore the figure of project managers, who are ultimately responsible for the performance of projects in organizations. We investigate how these leaders’ attributes are associated with project outcomes, focusing on project leader humility and narcissism. We also analyze two specific mediating mechanisms through which these behavioral traits promote project performance: team member psychological empowerment and fear of failure. The study was conducted in a multinational conglomerate, based on a sample of 67 project leaders and 190 team members, with team outcomes evaluated by project directors. The findings suggest that leader humility and narcissism both directly and indirectly affect project performance. Project leader humility has a positive, direct effect on project cost and positive indirect effects on project time and quality through team empowerment. Project leader narcissism has a negative, direct effect on project cost, a positive, direct effect on projec quality, and a positive indirect effect on project time through team fear of failure. In addition, team fear of failure has a positive direct effect on project cost. We discuss these findings’ theoretical and practical implications. Leadership Humility Narcissism Psychological empowerment Fear of Failure Mansur, Juliana verfasserin aut Lanção, Felipe Augusto verfasserin aut Enthalten in International journal of project management Amsterdam : Elsevier, 1983 41 Online-Ressource (DE-627)320508927 (DE-600)2013163-X (DE-576)25927142X 0263-7863 nnns volume:41 GBV_USEFLAG_U GBV_ELV SYSFLAG_U GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_150 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 41
allfields_unstemmed	10.1016/j.ijproman.2023.102500 doi (DE-627)ELV064073173 (ELSEVIER)S0263-7863(23)00064-9 DE-627 ger DE-627 rda eng 650 VZ Cavazotte, Flavia verfasserin aut Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes 2023 nicht spezifiziert zzz rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The increasing adoption of project structures in a highly competitive business environment brings to the fore the figure of project managers, who are ultimately responsible for the performance of projects in organizations. We investigate how these leaders’ attributes are associated with project outcomes, focusing on project leader humility and narcissism. We also analyze two specific mediating mechanisms through which these behavioral traits promote project performance: team member psychological empowerment and fear of failure. The study was conducted in a multinational conglomerate, based on a sample of 67 project leaders and 190 team members, with team outcomes evaluated by project directors. The findings suggest that leader humility and narcissism both directly and indirectly affect project performance. Project leader humility has a positive, direct effect on project cost and positive indirect effects on project time and quality through team empowerment. Project leader narcissism has a negative, direct effect on project cost, a positive, direct effect on projec quality, and a positive indirect effect on project time through team fear of failure. In addition, team fear of failure has a positive direct effect on project cost. We discuss these findings’ theoretical and practical implications. Leadership Humility Narcissism Psychological empowerment Fear of Failure Mansur, Juliana verfasserin aut Lanção, Felipe Augusto verfasserin aut Enthalten in International journal of project management Amsterdam : Elsevier, 1983 41 Online-Ressource (DE-627)320508927 (DE-600)2013163-X (DE-576)25927142X 0263-7863 nnns volume:41 GBV_USEFLAG_U GBV_ELV SYSFLAG_U GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_150 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 41
allfieldsGer	10.1016/j.ijproman.2023.102500 doi (DE-627)ELV064073173 (ELSEVIER)S0263-7863(23)00064-9 DE-627 ger DE-627 rda eng 650 VZ Cavazotte, Flavia verfasserin aut Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes 2023 nicht spezifiziert zzz rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The increasing adoption of project structures in a highly competitive business environment brings to the fore the figure of project managers, who are ultimately responsible for the performance of projects in organizations. We investigate how these leaders’ attributes are associated with project outcomes, focusing on project leader humility and narcissism. We also analyze two specific mediating mechanisms through which these behavioral traits promote project performance: team member psychological empowerment and fear of failure. The study was conducted in a multinational conglomerate, based on a sample of 67 project leaders and 190 team members, with team outcomes evaluated by project directors. The findings suggest that leader humility and narcissism both directly and indirectly affect project performance. Project leader humility has a positive, direct effect on project cost and positive indirect effects on project time and quality through team empowerment. Project leader narcissism has a negative, direct effect on project cost, a positive, direct effect on projec quality, and a positive indirect effect on project time through team fear of failure. In addition, team fear of failure has a positive direct effect on project cost. We discuss these findings’ theoretical and practical implications. Leadership Humility Narcissism Psychological empowerment Fear of Failure Mansur, Juliana verfasserin aut Lanção, Felipe Augusto verfasserin aut Enthalten in International journal of project management Amsterdam : Elsevier, 1983 41 Online-Ressource (DE-627)320508927 (DE-600)2013163-X (DE-576)25927142X 0263-7863 nnns volume:41 GBV_USEFLAG_U GBV_ELV SYSFLAG_U GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_150 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 41
allfieldsSound	10.1016/j.ijproman.2023.102500 doi (DE-627)ELV064073173 (ELSEVIER)S0263-7863(23)00064-9 DE-627 ger DE-627 rda eng 650 VZ Cavazotte, Flavia verfasserin aut Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes 2023 nicht spezifiziert zzz rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The increasing adoption of project structures in a highly competitive business environment brings to the fore the figure of project managers, who are ultimately responsible for the performance of projects in organizations. We investigate how these leaders’ attributes are associated with project outcomes, focusing on project leader humility and narcissism. We also analyze two specific mediating mechanisms through which these behavioral traits promote project performance: team member psychological empowerment and fear of failure. The study was conducted in a multinational conglomerate, based on a sample of 67 project leaders and 190 team members, with team outcomes evaluated by project directors. The findings suggest that leader humility and narcissism both directly and indirectly affect project performance. Project leader humility has a positive, direct effect on project cost and positive indirect effects on project time and quality through team empowerment. Project leader narcissism has a negative, direct effect on project cost, a positive, direct effect on projec quality, and a positive indirect effect on project time through team fear of failure. In addition, team fear of failure has a positive direct effect on project cost. We discuss these findings’ theoretical and practical implications. Leadership Humility Narcissism Psychological empowerment Fear of Failure Mansur, Juliana verfasserin aut Lanção, Felipe Augusto verfasserin aut Enthalten in International journal of project management Amsterdam : Elsevier, 1983 41 Online-Ressource (DE-627)320508927 (DE-600)2013163-X (DE-576)25927142X 0263-7863 nnns volume:41 GBV_USEFLAG_U GBV_ELV SYSFLAG_U GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_150 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 41
language	English
source	Enthalten in International journal of project management 41 volume:41
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title_sort	beyond the paradox: understanding how project leader humility and narcissism affect project outcomes
title_auth	Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes
abstract	The increasing adoption of project structures in a highly competitive business environment brings to the fore the figure of project managers, who are ultimately responsible for the performance of projects in organizations. We investigate how these leaders’ attributes are associated with project outcomes, focusing on project leader humility and narcissism. We also analyze two specific mediating mechanisms through which these behavioral traits promote project performance: team member psychological empowerment and fear of failure. The study was conducted in a multinational conglomerate, based on a sample of 67 project leaders and 190 team members, with team outcomes evaluated by project directors. The findings suggest that leader humility and narcissism both directly and indirectly affect project performance. Project leader humility has a positive, direct effect on project cost and positive indirect effects on project time and quality through team empowerment. Project leader narcissism has a negative, direct effect on project cost, a positive, direct effect on projec quality, and a positive indirect effect on project time through team fear of failure. In addition, team fear of failure has a positive direct effect on project cost. We discuss these findings’ theoretical and practical implications.
abstractGer	The increasing adoption of project structures in a highly competitive business environment brings to the fore the figure of project managers, who are ultimately responsible for the performance of projects in organizations. We investigate how these leaders’ attributes are associated with project outcomes, focusing on project leader humility and narcissism. We also analyze two specific mediating mechanisms through which these behavioral traits promote project performance: team member psychological empowerment and fear of failure. The study was conducted in a multinational conglomerate, based on a sample of 67 project leaders and 190 team members, with team outcomes evaluated by project directors. The findings suggest that leader humility and narcissism both directly and indirectly affect project performance. Project leader humility has a positive, direct effect on project cost and positive indirect effects on project time and quality through team empowerment. Project leader narcissism has a negative, direct effect on project cost, a positive, direct effect on projec quality, and a positive indirect effect on project time through team fear of failure. In addition, team fear of failure has a positive direct effect on project cost. We discuss these findings’ theoretical and practical implications.
abstract_unstemmed	The increasing adoption of project structures in a highly competitive business environment brings to the fore the figure of project managers, who are ultimately responsible for the performance of projects in organizations. We investigate how these leaders’ attributes are associated with project outcomes, focusing on project leader humility and narcissism. We also analyze two specific mediating mechanisms through which these behavioral traits promote project performance: team member psychological empowerment and fear of failure. The study was conducted in a multinational conglomerate, based on a sample of 67 project leaders and 190 team members, with team outcomes evaluated by project directors. The findings suggest that leader humility and narcissism both directly and indirectly affect project performance. Project leader humility has a positive, direct effect on project cost and positive indirect effects on project time and quality through team empowerment. Project leader narcissism has a negative, direct effect on project cost, a positive, direct effect on projec quality, and a positive indirect effect on project time through team fear of failure. In addition, team fear of failure has a positive direct effect on project cost. We discuss these findings’ theoretical and practical implications.
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title_short	Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes
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We investigate how these leaders’ attributes are associated with project outcomes, focusing on project leader humility and narcissism. We also analyze two specific mediating mechanisms through which these behavioral traits promote project performance: team member psychological empowerment and fear of failure. The study was conducted in a multinational conglomerate, based on a sample of 67 project leaders and 190 team members, with team outcomes evaluated by project directors. The findings suggest that leader humility and narcissism both directly and indirectly affect project performance. Project leader humility has a positive, direct effect on project cost and positive indirect effects on project time and quality through team empowerment. Project leader narcissism has a negative, direct effect on project cost, a positive, direct effect on projec quality, and a positive indirect effect on project time through team fear of failure. 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Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes

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