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Employee mindfulness, innovative work behaviour, and IT project success: the role of inclusive leadership

Authors:
Jabran Khan at Cardiff Metropolitan University
Jabran Khan
Mastura Jaafar at University of Science Malaysia
Mastura Jaafar
Namra Mubarak at Cardiff Metropolitan University
Namra Mubarak
Abdul Karim Khan
Abdul Karim Khan
Abdul Karim Khan
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Abstract and Figures

This study investigates the relationship between project employee mindfulness and project success using innovative work behaviour as a mediator and the project manager’s inclusive leadership style as a moderator. Project Manager with high inclusive behaviour will strengthen the relationship of employee’s mindfulness and innovative work behaviour. The data were collected in three-time intervals from a total of 347 information technology project employees. The study findings validated the proposed model wherein employee personality traits, such as mindfulness, have a key impact on the initiation of project employees’ innovative work behaviour. Information Technology projects require innovation due to rapid technical improvements. The study confirms that innovative work behaviour adds to the project’s success. Furthermore, inclusive leadership helps mindful employees become innovative. Thus, the leadership roles should also be emphasised in IT projects.
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Vol.:(0123456789)
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Information Technology and Management (2024) 25:145–159
https://doi.org/10.1007/s10799-022-00369-5
Employee mindfulness, innovative work behaviour, andIT project
success: therole ofinclusive leadership
JabranKhan1 · MasturaJaafar1· NamraMubarak2· AbdulKarimKhan3
Accepted: 10 June 2022 / Published online: 4 July 2022
© The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2022
Abstract
This study investigates the relationship between project employee mindfulness and project success using innovative work
behaviour as a mediator and the project manager’s inclusive leadership style as a moderator. Project Manager with high
inclusive behaviour will strengthen the relationship of employee’s mindfulness and innovative work behaviour. The data
were collected in three-time intervals from a total of 347 information technology project employees. The study findings
validated the proposed model wherein employee personality traits, such as mindfulness, have a key impact on the initiation
of project employees’ innovative work behaviour. Information Technology projects require innovation due to rapid techni-
cal improvements. The study confirms that innovative work behaviour adds to the project’s success. Furthermore, inclusive
leadership helps mindful employees become innovative. Thus, the leadership roles should also be emphasised in IT projects.
Keywords Information technology project success· Employee mindfulness· Project-based organization· Innovative work
behavior· Inclusive leadership
1 Introduction
Information Technology projects have been regarded as dif-
ficult undertakings because they exhibit traits that distin-
guish them from other projects and increase the likelihood
of failure [7, 58]. Such project failures are common across
the globe [66]. The cost of IT project failure is huge and
causes billion-dollar losses [2]. According to the Standish
Group Report (2021) only 16.2% of projects complete
within the allocated budget and tiFigme, 31% of projects
get abandoned, and the majority of the projects face cost
and time overruns. Failure of IT projects is very common
in Pakistan [14], making it pertinent to investigate the fac-
tors that can contribute to IT project success [119]. Geraldi,
Söderlund and Marrewijk [45] and Mughal, Bahaudin and
Salleh [88] highlighted behavioural factors that contribute
to the success of IT projects such as extravagant personali-
ties. According to [26] these personalities are needed to suc-
cessfully understand and accomplish the tasks. Van Dalen
etal. [128] strongly supported this statement and argued
that personality factors greatly impact innovation technol-
ogy. Therefore, the current study investigated the role of
employee mindfulness’ effect on project success directly and
indirectly via innovative work behaviour and on the way
inclusive leadership moderates this relationship.
Employee mindfulness is defined as ‘paying attention in
a particular way: on purpose, in the present moment, and
without judgement’ ([64], p. 4). Licorish, Philpott and Mac-
Donell [82] and Rook [108] claimed that increased attention
is required from individuals to complete IT tasks. This atten-
tion involves practicing a non-judgmental state of complete
or heightened awareness about employees’ thoughts, expe-
riences, or emotions on a moment-to-moment basis—i.e.
maintaining a state of awareness—required in IT projects.
Khedhaouria, Montani and Thurik [69] determined that IT
* Jabran Khan
Jabranbmk@gmail.com
Mastura Jaafar
masturaj@usm.my
Namra Mubarak
Namra_Mubarakk@yahoo.com
Abdul Karim Khan
Abdul.karim@uaeu.ac.ae
1 School ofHousing Building andPlanning, Universiti Sains
Malaysia, GeorgeTown, Malaysia
2 Management Science, Capital University ofScience
andTechnology, Islamabad, Pakistan
3 College ofBusiness andEconomics, United Arab Emirates
University, AlAin, UnitedArabEmirates
Content courtesy of Springer Nature, terms of use apply. Rights reserved.
... What does Living mindfully mean? It is to live constantly and consciously, develop self-awareness, enabling clarity (Khan et al., 2024). ...
... Also, the use of conditional rather than absolute language is important to consider. Mindfulness is a personality trait (Khan et al., 2024). ...
... However, other personality traits such as resilience, efficacy, and assertiveness of employees may also be included in future studies. It would also be interesting to study different leadership styles, such as adverse ones (e.g., despotic, passive, abusive), and explore the personality characteristics of future employees (Khan et al., 2024). ...
Understanding Mindful Leadership: Case Based Approach From Industry Leaders
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Mindful leaders create great working places where employees love to come to work and can be the best versions of themselves through a collaborative and innovative culture. Practices of mindfulness involve consciousness, being aware of oneself and surroundings, and living in the present moment of life. Programs initiated by several leading companies towards mindfulness have helped establish a positive culture where employees are happy. The stress is at its minimal, while productivity and positive outcomes are seen. This chapter therefore studies the cases of a few companies where mindfulness was initiated by their respective leaders, because of their personal experiences of the benefits gained by mindfulness. Therefore, through these case studies, one understands the reasons these mindfulness programs exist and the positive outcomes they create for organizations. The benefits and outcomes of mindfulness practices are discussed in this chapter, helping organizations achieve their goals while keeping the work culture motivated, happy, collaborative, and with innovation at its core.
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... The dynamic and constantly changing environment of IT projects makes it necessary for managers to not only interpret the changing needs of the market, but also to anticipate future technological trends. Moreover, IT projects are considered difficult ventures because they exhibit characteristics that distinguish them from other projects and increase the likelihood of failure (Khan et al., 2024). For example, it is necessary here for the project team to constantly respond to emerging needs in a timely manner and to work in interdisciplinary teams (Podgórska, 2022). ...
... Moreover, research by Wu et al. (2021) indicates that servant leaders are able to bring out servant behavior, especially among subordinates who are strongly focused on self-interest. Spears (2004) identified ten key characteristics of servant leadership: (1) listening, enabling effective communication and understanding of team needs, (2) empathy: allowing leaders to understand the emotions and needs of their employees, (3) healing, referring to helping the team return to full team effectiveness after conflicts and stressful situations, (4) awareness regarding both one's own emotions and those of the environment, (5) persuasion, used to build consensus and support cooperation, (6) conceptualization, allowing leaders to think creatively and visionarily, (7) foresight enabling proactive planning and risk minimization (8) stewardship concerning responsible management of resources, taking care of technology, people and information with long-term benefits in mind, (9) commitment to the growth of people meaning investing in the skills and competencies, and (10) building community in and around the team and project supports collaboration, knowledge sharing and mutual support, which is critical to project success. Barbuto and Wheeler (2006) also identified five key factors that define servant leadership: (1) altruistic calling, (2) emotional understanding, (3) persuasive planning, (4) wisdom, and (5) efficient organizational management. ...
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Purpose: The main goal of the study was to investigate the potential of servant leadership in increasing the effectiveness of IT project teams and to assess its impact on organizational culture. In addition, an analysis of leadership styles was conducted according to Hersey and Blanchard's situational model. Design/methodology/approach: In-depth interviews were used to assess the potential of servant leadership in the IT industry, which were conducted among 5 leaders from the IT industry, while the analysis of leadership styles was conducted based on the LEAD-Self questionnaires developed by Hersey and Blanchard. The Benedictine model of management was included as an additional ethical context. Findings: research results indicate that servant leadership has an impact on increasing the effectiveness of project teams and organizational culture. This is because it allows the project goals to harmonize with the needs of the participants, creating a symbiotic arrangement conducive to the development of both the team and the project. In addition, the LEAD-Self questionnaire shows that the dominant primary style, which the survey of leaders uses most often, is a supportive style. Practical implications: Implications for organizations and leaders are given in the publication. The most important of them is to promote a supportive style among leaders that fosters effective and aligned project teams, as well as to implement proven leadership models, such as servant leadership, that incorporate ethical and moral values into project management. Originality/value: The publication addresses the issue of servant leadership in IT project management and additionally considers the situational approach in this context. By doing so, it influences the expansion of knowledge in the field of human resource management in project management and emphasizes the importance of the moral and ethical dimensions of leadership in combination with the situational approach, which constitutes the originality of the study.
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... Leaders who embody inclusivity are not only aware of their own leadership style but also actively work to ensure that decision-making processes are free from biases and open to diverse perspectives (Fagan et al., 2022). This inclusive approach enhances employee participation and well-being, creating a supportive work environment (Fujimoto & Uddin, 2021;Khan et al., 2024). Our training program integrates theoretical discussions and practical applications to cultivate these skills, covering topics like unconscious bias and workplace discrimination (See Table 1). ...
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... Furthermore, Shafi et al. (2021) discussed the importance of project citizenship behaviors in project success. Khan et al. (2024) confirmed that project manager with high inclusive behaviour will enrich the path of employees' mindfulness and innovative work behaviour. To conclude, studies in this cluster have mainly focused on the role of emotional intelligence and behaviors factors of project managers in project outcomes. ...
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... Baer et al. (2008) emphasize that mindfulness enhances cognitive flexibility, enabling educators to tackle problems with fresh perspectives and generate creative solutions. In a study conducted by Khan et al. (2022), mindfulness was found to be instrumental in translating self-leadership strategies into innovative behaviors by diminishing cognitive rigidity and fostering openness to new experiences. ...
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