The impact of sustainable Leadership, Knowledge Absorptive capacity, and Project Innovativeness: on Project Performance

Abstract

This study investigates the impact of Sustainable Leadership, Knowledge Absorptive Capacity, and Project Innovativeness on Project Performance using a sample of 100 participants. Quantitative data were analyzed using SPSS Version 29. including descriptive statistics, correlation analysis, and multiple regression modeling. The mean scores for Sustainable Leadership (M = 3.84, SD = 0.34) and Project Performance (M = 3.81, SD = 0.34) were relatively high, while Knowledge Absorptive Capacity (M = 3.26, SD = 0.57) and Project Innovativeness (M = 3.39, SD = 0.58) showed moderate levels. Correlation results revealed weak and non-significant relationships between the predictors and project performance: Sustainable Leadership (r = 0.088, p = 0.193), Knowledge Absorptive Capacity (r = 0.068, p = 0.249), and Project Innovativeness (r = -0.020, p = 0.422). The multiple regression model explained only 0.8% of the variance in project performance (R² = 0.008, F (3, 96) = 0.262, p = 0.852), indicating no significant predictive power. These findings suggest that while the studied variables are positively perceived, their direct impact on project performance is limited in this context. The study underscores the complexity of factors influencing project outcomes and recommends further research to explore additional variables and indirect relationships.