The Curse to Project Innovation: Role of Passive Leadership

Passive leadership is a crucial yet understudied factor affecting innovative work behavior (IWB) in project-based organizations. This study investigates its impact on IWB, focusing on the mediating role of job involvement and the moderating role of intrinsic motivation. Data were collected from 307 professionals engaged in development projects in Pakistan using a cross-lagged design and analyzed with SmartPLS. The findings reveal that passive leadership significantly diminishes IWB (β = -0.22, p < 0.01), primarily by reducing job involvement (β = -0.35, p < 0.01). While intrinsic motivation was expected to mitigate these effects, it does not directly moderate the relationship between passive leadership and job involvement. However, it strengthens the link between job involvement and IWB. These results underscore the negative impact of passive leadership on development projects, as it lowers job involvement and hampers employee innovation. The study highlights the importance of proactive leadership and suggests practical measures such as leadership development programs and strategies to cultivate intrinsic motivation, ultimately counteracting the adverse effects of passive leadership and improving project outcomes.