From leadership to project performance: A dual-theory perspective on job crafting, satisfaction, and autonomy in the construction sector

Purpose Drawing on job crafting theory and COR theory, this study investigates how humble leadership influences project performance, taking into account the sequential mediating role of job crafting and job satisfaction, as well as the moderating role of job autonomy. Design/methodology/approach A cross-sectional survey was carried out with project professionals from the construction sector. Participants were identified through professional networking platforms based on their demonstrated involvement in project-based roles. The collected data were analyzed using partial least squares structural equation modeling, SmartPLS 4.1.0.9. Findings The findings of this study reveal that humble leadership has a positive impact on project performance. The moderating influence of job autonomy serves as a key amplifier, enhancing humble leadership's impact on job crafting, which in turn leads to greater job satisfaction and project performance. Although the moderating effect of job autonomy on job satisfaction was not supported, the serial mediation of job crafting and job satisfaction significantly linked humble leadership to project outcomes. Originality/value The study contributes to both project management and leadership research by offering novel insights into team effectiveness and providing practical guidance for project managers and project-based organizations. Most previous leadership studies concentrated on conventional “top-down” leadership approaches, neglecting the significance of humility among leaders. Despite the high labor intensity of construction projects, research on moderated serial mediation remains limited. From the dual theory perspective, this study is one of the first to examine how humble leadership influences project performance through the serial mediation of job crafting and satisfaction, with job autonomy as a moderator.