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This paper aims to examine the impact of humble leadership on project success. The authors propose that such an effect is mediated by team-building, and top management support moderates the direct relationship (humble leadership and project success) as well as an indirect relationship through team-building.

Data were collected from 337 individuals employed in the information technology sector of Pakistan. A two-step approach consisting confirmatory factor analysis and structural equation modeling was used for analysis. To examine conditional direct and indirect effects, the authors utilized model 8 in PROCESS.

The results showed that humble leadership is positively related to project success. Furthermore, team-building partially mediates the relationship between humble leadership and project success. Moreover, top management support was anticipated to have a moderating effect on the direct and indirect link (via team-building) between humble leadership and project success.

Drawing on the conservation of resources theory, this study found that how humble leadership is vital for project success, and thus, extends the utility of the concept of humble leadership to the project literature.

Describes a team‐building training session for ten members of the UK medical affairs and regional medical advisors division of international pharmaceutical company Takeda.

Explains the reasons for the session, the form it took and the results it achieved.

Details two activities – sculpting a horse's head from a block of ice and designing, making and branding chocolates – which formed the basis of the session.

Reveals that team members learned a lot about themselves and each other during the activities. Participants reported feeling closer as a team and communication within the group is now more relaxed.

Highlights the importance of teams “getting away from the work environment” for a while to carry out team‐building activities.

Describes a successful team‐building event carried out in a small division of an international pharmaceutical company.

This study examines the mechanisms and conditions that influence how transformational leadership affects project success through the lens of social information processing theory.

A dual-stage moderated mediation model was proposed wherein the effect of transformational leadership on project success is mediated by team building, and empowering climate moderates the direct and indirect effects at both the first and second stages. The model was tested based on 370 survey responses of project management practitioners from Pakistan's IT industry. The measurement model was analyzed using confirmatory factor analysis (CFA). Moderated mediation analyses were conducted using Hayes' PROCESS macro.

The findings suggest that team-building partially mediates the effect of transformational leadership on project success. Furthermore, the conditional indirect effect of transformational leadership on project success via team-building is strengthened at both the first and second stages at higher levels of empowerment climate.

It is recommended that project managers and project-intensive organizations should strive to cultivate an empowerment climate to fully realize the beneficial effects of transformational leadership behaviors in enhancing positive team outcomes and, consequently, overall project performance.

This study broadly contributes to the literature on the influence of project managers' leadership styles on project outcomes. Specifically, we elucidate the role of empowerment climate as an important boundary condition that enhances the beneficial effects of transformational leadership. Furthermore, we extend the application of social information processing theory to the context of projects.

The purpose of this paper is to examine the impact of team building and employee empowerment on employee competencies and examine the moderating role of organizational learning culture in between these relationships.

An integrated research model is developed by combining resource-based view, signalling theory and experiential learning theory. The validity of the model is tested by applying moderated structural equation modelling (MSEM) approach to the data collected from 653 employees working in cement manufacturing companies. The reliability and validity of the dimensions are established through confirmatory factor analysis and the related hypotheses are tested by using MSEM.

The findings suggest that organizational learning culture significantly strengthens the relationships of team building and employee empowerment on employee competencies.

The research is undertaken in Indian cement manufacturing companies which cannot be generalized across a broader range of sectors and international environment.

The findings of the study have potential to help decision makers of manufacturing companies to develop strategies which will enable them to improve employee competency, to formulate effective human resource development interventions and to enhance the capability of the employees to achieve desired goals and objectives of the organization.

The research is unique in its attempt to combine three frameworks to build a new theoretical model explaining the importance organizational learning culture along with team building and employee empowerment.

This paper reports a study that compares two different team-building approaches. The first one is the traditional top-down management approach. The second one is a hybrid bottom-up approach based on the consensus model. The aim of this paper is to determine which of the two approaches is the most effective across a number of performance measurements.

A case study is presented using data collected and analysed from a small family-owned vehicle maintenance firm. A mixed methods approach to data collection is utilized, including participant observation, focus groups, survey questionnaires and organizational performance reports. A convenience sample of eight routine maintenance jobs was selected for team performance comparison purposes. The measures used for comparing the two team approaches were lead time, customer satisfaction ratings and employees’ satisfaction ratings.

The teams assembled using the consensus approach performed better than those selected using the traditional top-down approach across all three performance measures, i.e. the jobs were completed faster and both customers and employees were more satisfied.

This is an exploratory case study limited to one small family-owned business and, as such, findings may not be generalizable.

As an alternative to manager selected work teams, managers should involve and empower employees to select their own teams. This has the potential to offer benefits for both customers and employees of faster delivery times and increase satisfaction, as well as increase productivity for the firm.

This is the first field study to compare the performance of a hybrid, bottom-up approach to team building with the performance of a more traditional management, top-down approach to team building. It paves the way for a wider study to be conducted in the future to test the findings’ generalizability.

The purpose of this paper is to examine the effect of humble leadership on project success. In addition, we examine the mediating effect of organisational learning on the relationship between humble leadership and the success of international development projects.

This study adopted a quantitative research methodology based on questionnaire data collected from 80 international development project managers from different sectors in Senegal (West Africa). The variance-based structural equation method, following the partial least squares approach, was used to test the research hypotheses.

The results showed that humble leadership is positively related to project success. Furthermore, organizational learning mediates the relationship between humble leadership and project success.

This research has several limitations. The authors did not examine the role of organizational culture as a moderating variable. However, the authors believe that the cultural variable can have an impact on project success and team building, and future studies should consider this aspect as well. In the African context, each country has its own culture, which may affect the behaviour of the project manager. Also, the authors admit that the sample size is relatively small, which greatly reduces the generalizability of the results.

These findings have important implications. First, because a project leader’s humility enhances project success, it is critical for development projects to select leaders who demonstrate modest conduct in the workplace. The perfect selection of a humble leader depends heavily on judgements about the characteristics of a humble leader from new project manager candidates.

Drawing on conservation of resources theory, this study found that humble leadership is important for project success, thus extending the utility of the concept of humble leadership to the project literature.

The purpose of this paper is to examine the best ways for an organization to instil cultural intelligence and international success in to its workforce.

Possible methods examined include highly tailored cross‐cultural curricula, virtual training, global leadership programs, international team building exercises, and knowledge management systems. The recommendation and analysis of these methods is based on 25 years of Global Dynamics experience in training executives in cross‐cultural skills.

The author's research has found that complete implementation of the recommended methods result in optimal performance in a global market. Making employees aware of their own cultural perspectives and misunderstandings enables the development of a larger world view. Leadership involvement in the direction of organization's cultural competence strategy helps employees hone their skills on specific points of emphasis. Additionally, metrics should be used to gauge the effectiveness of the cultural intelligence strategy in order to continually improve elements of the overarching program.

By having more direct involvement in the learning process, leadership can strengthen the organization's cultural intelligence and ensure that the learnings are directly applicable.

This paper is based on more than 25 years of experience working with the world's leading international organizations to enhance their global performance.

This paper aims to contribute to the special issue by sharing reflections on and best practices derived from the successful five-year iteration of a semester-long, hybrid, international accounting course which centers on a short-term cultural immersion component in Ireland. The course provides students with an opportunity to learn about international business and to learn about the importance of tolerance and finding common ground with people.

Discussion of the process the course designer used to combine traditional technical content with a “liberal arts,” soft-skills content and places both firmly within the international cultural context of a short-term, study abroad experience. The paper includes insight into how the authors choose a country to visit, develop international academic partners, administer an international case competition and assess student performance throughout the course.

The paper identifies practices that were successful and implementation of changes over time for course improvement.

This describes a unique approach to incorporating a hybrid-based course that was developed to embrace cultural differences while maintaining high expectations for understanding and application of technical accounting material.

In the construction industry, site managers are responsible for the day-to-day on-site running of a project. Site managers are required not only to ensure that work is done safely, on time, within budget and to the right quality standards, but also to manage any delays or problems encountered on-site during a construction project. Thus, a site manager has a significant position in the success of a construction project. However, there is a lack of studies considering the role of the leadership style of a site manager in construction project success. In this study, not only the effect of the transformational leadership (TL) style of site managers on the success of construction projects is assessed, but also the mediating role of team-building (TB) and team innovation between TL and project success is studied.

The proposed hypotheses are tested by comparing the performance criteria of construction projects with the TL style of site managers. The success criteria of the projects are examined using project documents and client opinions, and the TL of site managers, TB aspects and team innovation in projects are assessed by asking from their subordinates. The Pearson correlation coefficient is employed to investigate the relation between every two variables.

The results illustrate that the TL of a site manager is directly related to project success; thus, the findings would confirm the importance of selecting appropriate site managers for construction projects. Moreover, while there is a mediating role of TB between TL and construction project success, team innovation does not have a mediating impact in design-bid-build (DBB) construction projects.

As there is a lack of studies assessing the TL effects on the success of construction projects and the significant role of site managers, this study is one of the first researches that tested these impacts and evaluated the mediating role of TB and team innovation between TL and project performance.

The purpose of this study is to provide human resource (HR) practitioners of multinational companies aspiring to invest in these two countries with guidelines for attaining organizational effectiveness through people.

This study develops and tests a multiple criteria decision-making model with data collected in the banking sectors of India and Mozambique. It compares the job engagement, team building and innovation strategy preferences of Indian personnel with those of Mozambican employees.

The findings of the study reveal the differences in the perceptions of the respondents of both countries regarding the importance of the strategies for organizational effectiveness.

Despite several contributions, the study has certain limitations too. Although utmost care was taken to avoid the issue of common method variance, the cross-sectional self-reported design of the study might be adversely affected by common method bias (MacKenzie and Podsakoff, 2012). Hence, future research might be conducted using different designs, such as diary studies or longitudinal studies. Future research might also be conducted making use of organizational productivity case studies to demonstrate the practicability of customizing the HR strategies using the multi-attribute decision-making approach.

This body of work is an addition to the existing literature on cross-national studies in the field of HR management (HRM) and adds to the limited literature on HRM in the least developed countries. The study is designed to provide guidelines for the HR practitioners of multi-national companies in these two countries to help them achieve enhanced organizational effectiveness. This should be of particular interest to the HR managers of the Indian companies aspiring to invest in Mozambique.

Research in the area of HRM is mainly limited to the developed and developing nations, with very few studies centering on emerging economies. While most cross-national studies on organizational effectiveness are also largely focused on developed and developing nations, this study is unusual, in that its focus is on a fast-developing nation (India) and an emerging economy (Mozambique).