The synergy of shared leadership: unveiling the role of innovative work behavior and knowledge management in project success

Purpose In the modern virtual workplace, an organization’s ability to complete projects successfully is essential to its future sustainability. Identifying the factors that contribute to successful project outcomes is crucial for organizations. This study examines the influence of shared leadership (SL) on project success (PS) within virtual software development teams, focusing on the mediating roles of innovative work behavior (IWB) and knowledge management processes (KMPs). Design/methodology/approach Data were collected from 246 members of virtual software development project teams in Pakistan. Structural equation modeling (SEM) with bootstrapping was employed to assess the direct impact of shared leadership on project successas well as its indirect effects through IWB and KMPs. Findings The findings reveal that shared leadership has a significant positive impact on project success. Furthermore, both IWB and KMPs independently mediate this relationship, illustrating that shared leadership fosters an environment that encourages innovation and effective knowledge processes, which in turn enhance project outcomes. Research limitations/implications The study offers actionable insights for project leaders and organizations aiming to improve performance in virtual and dynamic project settings. Emphasizing shared leadership and fostering innovation and knowledge-sharing behaviors are critical for achieving sustainable project success. Originality/value By integrating behavioral and knowledge-based mechanisms, this study contributes to the literature on leadership and project management. It provides empirical evidence on how shared leadership can be leveraged to optimize team innovation and knowledge practices for enhanced project outcomes.