INVESTIGATING THE MEDIATING EffECT OF PROJECT MANAGEMENT TOOLS AND TECHNIQUES BETWEEN THE RELATIONSHIP OF LEADERSHIP BEHAVIORAL PRACTICES AND PROJECT SUCCESS: AN EMPIRICAL STUDY IN IT SECTOR OF PAKISTAN

Abstract

This study investigates the mediating effect of Project Management Tools and Techniques (PMTT) on the relationship between Leadership Behavioral Practices (LBP) and Project Success (PS) in the IT sector of Pakistan. The research aims to bridge the gap in understanding how leadership behaviors influence project outcomes and how project management tools can enhance this relationship. A quantitative research approach is employed, collecting data from 210 IT professionals in Pakistan using self-administered questionnaires. The study explores key leadership behaviors such as communication, relationship management, and conflict management, and evaluates their impact on project success, mediated by PMTT.

The study finds that effective leadership behaviors positively influence project success. The integration of PMTT further enhances this relationship, providing a structured framework for project execution. The use of PMTT mediates the leadership behaviors, converting them into tangible outcomes such as improved coordination, time management, and stakeholder satisfaction. This research contributes new insights to the literature by exploring the unique role of leadership behaviors and project management tools in driving project success, particularly in the context of Pakistan’s IT sector. The study highlights the importance of leadership development and PMTT implementation for improving project success in developing economies. The findings suggest that IT companies in Pakistan can enhance their project outcomes by fostering strong leadership practices and adopting standardized project management tools.