Knowledge Hiding Hindering Project Success: The Impact of Shared Leadership with The Mediating Role of Team Building and Relationship Quality

Abstract

Purpose: This study aims to examine the impact of shared leadership (SL) on project success (PS) in knowledge-intensive environments, particularly within the Pakistani construction industry. It further investigates the mediating roles of team building (TB), relationship quality (RQ), and knowledge hiding (KH), grounded in Conservation of Resources (COR) theory.
Design/Methodology/Approach: A quantitative research design was employed, with data collected from 381 construction professionals in Pakistan. The study utilized SPSS for preliminary analysis and SmartPLS (PLS-SEM) for hypothesis testing and structural model evaluation.
Findings: The results reveal that shared leadership has a significant positive effect on project success and a significant negative effect on knowledge hiding. Additionally, team building and relationship quality partially mediate the relationship between shared leadership and project success by reducing knowledge hiding behaviors.
Originality: This study contributes to the existing literature by integrating leadership, knowledge behavior, and team dynamics into a comprehensive framework. It extends the application of COR theory in project management and offers practical insights for enhancing project success in developing economies, particularly in the construction sector.