The Role of Collaborative Culture between Servant Leadership and Project Success

Abstract

This study examines the complex connections between servant leadership (SL), collaborative culture (CC), and project success (PS) in the non-governmental organizations (NGOs) sector in Kabul, Afghanistan. The objectives were to analyse the direct influence of servant leadership on PS and to explore the intermediary function of CC in the connection between SL and PS. An adopted structured survey was used to collect data from a varied sample of 230 respondents from various NGOs in Kabul. To identify the underlying relationship, statistical analysis was performed using regression analysis and Hayes' Process Macro. The results highlighted the enormous impact of servant leadership on PS, as demonstrated by a large cause-and-effect relationship. Furthermore, the statistical significance of the correlation between CC and PS was confirmed. Significantly, the study found that collaborative culture plays an important role in mediating the relationship between SL and PS, serving as a channel for their connection. The findings of this study expand our comprehension of leadership dynamics in the Afghan NGO sector. They highlight the significance of cultivating collaborative cultures and using servant leadership to improve the effectiveness of projects.