Goal Orientation, Employee Creativity, and Performance Synergies through a Social Cognitive Lens

Abstract

Goal orientation is a significant yet underexplored driver to influence project performance. Grounded in the theoretical underpinning of the Social Cognitive Theory (SCT), we addressed this novel research gap by examining how goal orientation can affect NGO project performance by bridging the mediating mechanism of employee creativity. Empirical data were gathered from 303 professionals working in the unique context of Non-Governmental Organizations (NGOs), and Partial Least Squares Structural Equation Modeling (PLS-SEM) technique was applied to access the relationships among variables. The findings offer robust evidence that goal orientation significantly enhances project performance, while employee creativity was found to play a pivotal mediating role in this linkage, highlighting the strategic relevance in leveraging performance outcomes. Despite the growing emphasis on goal orientation in project based settings, empirical research investigating goal orientation’s influence on project performance, particularly in developing economies remains scarce. By addressing this gap, this research contributes to the evolving discourse on goal orientation and creativity effectiveness in project management. Notably, this research is among the first empirical efforts to model and validate the interconnections between goal orientation, employee creativity and project outcomes in the NGO sector of Pakistan. Furthermore, this research contributes to the emerging literature at the intersection of cognitive motivation, creativity, and social impact project delivery, offering practical insights for leadership, decision-makers and human resource managers.