Resource-Based View

During the previous three decades, the resource based view (RBV) has developed into a critical rationale for the decision-making that firms utilize to attain and preserve competitiveness in altering markets. The RBV essentially lays out how leaders utilize firm resources to acquire and keep this benefit. The RBV claims that physical and intangible resources have distinctive features which provide the basis for such features. The RBV's natural attractiveness has led to its application in a variety of organizational and commercial contexts (Nason & Wiklund, 2018).

In addition to that, for efficient resource deployment, entrepreneurs use their discretion to complete the many tasks related to resource management. They use their industrial knowledge as they are now or as they would like them to be, as well as their foresight, insight, and flashes of retrospect. Due to their goals, past experiences, cognitive distortions, intuitions, and blind spots, entrepreneurs commonly make "irrational" judgments while managing resources (such as allocation). Hence, emphasizing these actions might help address an issue with some past RBV study that appears to ignore the part that human actors play (Mosakowski, 2002). Indeed Mosakowski draws attention to the fact that Barney places far less stress on managerial judgment than Penrose (1959), who recognizes the necessity of it in resource management. Mosakowski's discovery is perplexing given thatBarney (2001) emphasizes the significance of agency in evaluating and utilizing firm resources to gain benefit.

Moreover, the fundamental assumptions of RBV appear to be based on human judgments about the worth of resources. Yet, although it is essential, this judgment is frequently missed in discussions about RBV in entrepreneurial enterprises using people. Since it affects efficiency and because it is an area where business owners may utilize their ingenuity to develop new operating models or significantly modify ones that already exist in their industry, concentrating on the resource management process is essential. This invention is the foundation of entrepreneurial resourcefulness. For instance, several businesses have altered how their industries operate by using lean and green manufacturing techniques (Koester, 2016). This affects decisions that will be made in the future regarding the choice, collection, and coordination of resources in such sectors.

According to RBV, resources are distinctive, unique and sustainable (Collis & Montgomery, 1995). Although resource acquisition, assembly, and orchestration have garnered significant attention (Clough, Fang, Vissa, & Wu, 2019), resource management and the RBV's potential benefits have gotten far less attention. One aspect causing this study gap is to focus on leadership practices in the quest for competitive gain. Leadership is considered one of the key resources to an organization and the affiliative leadership style mainly relies on the emotive milieu of the corporate culture, its principles, transparent communication, and collaboration among members to improve productivity and effectiveness (Koman & Wolff, 2008).

Affiliative Leadership

Affiliate means to link up with, collaborate with, connect with, or form alliances with individuals (Gagnon, Vough, & Nickerson, 2012). Affiliative leaders develop emotional connections and are acknowledged as an appropriate leadership style for subordinate management. Affiliative leadership structures teamwork and encourages subordinates to form socio-emotional bonds with one another by raising harmony among them (Kasapoğlu, 2014). Within the emotional intelligence category of leadership styles, the affiliative leadership style is an important management approach. Whenever group members seek inspiration during a difficult situation, this style of leadership is quite efficient (Goleman, 2000). Independence between employees grows as a result of affiliative leadership style, owing to members' faith in each other that the activity and job will be completed regardless of the procedure utilized (Preston, Moon, Simon, Allen, & Kossi, 2015).

For a leader to be successful at work, building emotional connections with their team is essential (Koman & Wolff, 2008). Affiliative leadership attends the emotional needs of the project team and grants them the flexibility to work effectively in their area of competence (Goleman, D, 2001). To improve the outcome at work, the affiliative leader relies heavily on the emotive milieu of the corporate culture, its principles, transparent communication, and collaboration among members (Koman & Wolff, 2008). Leaders should use the affiliative strategy when aiming to promote team cohesiveness, raise morale, improve communication, or rebuild shattered trust (Goleman, Boyatzis, & Mckee, 2013). Affiliative leadership promote liberty among subordinates to complete their tasks successfully in the most optimal manner which contributes to minimal stress and effective performance outcomes (Preston et al., 2015). Moreover, affiliative leadership offers a solid basis for trust and aids in satisfying people's need to be recognized and cherished.

Affiliative Leadership and Project Success

Affiliate leadership style has a beneficial impact on the management and subordinates (Romero & Arendt, 2011). Affiliative leadership is a type of leader who develops and improves harmony among subordinates promotes collaboration and builds association which drives superior performance outcomes (Wachira et al., 2018). Affiliative leadership aids in the creation of a good social environment in which workers are likely to want to engage in a good connection with them leading to project success (Kuiper, Kirsh, & Leite, 2010). The available literature highlighted the significant role of affiliative leadership on project success.Young, Millard, and Kneale (2013) concluded that leadership practices and team talents should be aligned to enhance efficiency in achieving goals, which in turn results in increased performance.Wachira et al. (2018) explored the impact of affiliative leadership style on firm performance and found substantial outcomes.Zacher and Rosing (2015) stated that leaders positively augment project success by ensuring adaptability and creativity in achieving collaboration efficiency. In addition,Sarros, Cooper, and Santora (2008) addressed the influence of leadership on relational processes that are critical for the establishment of positive connections, such as those between management and subordinates, in her theoretical work that is required for a project to be successful. Moreover,Khan (2020) conducted a study to assess the digital transformation of IT services firms. They highlighted that situational and affiliative leadership styles are the key sources of IT project success. Furthermore,Aga et al. (2016) found a positive relationship between leadership practices and project success.

The relationship between affiliative leadership and project success can be gleaned from RBV theory (Barney, 1991; Wernerfelt, 1984). Affiliative leadership, with its emphasis on fostering a positive emotive corporate culture, transparent communication, and team work, is considered a valuable asset for the organization. RBV posits that certain resources with distinctive features provide the basis for competitive advantage, and in this case, affiliative leadership contributes to creating a distinctive resource (Barney, 2001; Preston et al., 2015). Affiliative leadership, when effectively implemented within an organization, enhances the human aspect of resources. It relies on the unique qualities of leaders who promote teamwork, trust, and a sense of belonging among team members (Khan, 2020). These qualities are distinctive and can lead to improved team performance and project success, aligning with RBV's principle that unique and sustainable resources are key to competitive advantage. Therefore, affiliative leadership can be seen as a resource within the RBV framework that, when leveraged properly, contributes to project success by enhancing team dynamics, collaboration, and ultimately, the organization's competitive advantage. Considering the preceding discussion we formed following hypotheses:

H1: Affiliative leadership has a significant impact on project success.

Affiliative Leader ship and Team Performance

Project management research in leadership realm is becoming increasingly significant while, affiliative leadership styles are identified as an important element of research (Balliet & Ferris, 2013). Affiliative leadership excel at bringing people together, and as a result, they foster an environment that is conducive to productivity. Affiliative leadership is useful when inspiration is required during challenging situations, or when relationships between individuals or groups need to be strengthened.Goleman et al. (2013) argued that leaders who wish to foster cohesion, morale, and interaction, or repair broken trust, should use the extroverted approach, whose motto is "people first". They further stated that affiliative leadership acknowledges people's emotional need and foster high-performing environments to have a beneficial influence on team performance. Affiliative leadership promotes collaboration and partnerships, which raises productivity, fidelity, and devotion.

The extant literature highlighted the significant role of affiliative leadership style in team performance. For instance, scholars likeAritzeta, Swailes, and Senior (2007) stated that team leadership is an important and crucial factor for directing and scheduling teams following the project deadline.Wachira et al. (2018) found that affiliative leadership places a strong emphasis on employees, teamwork, partnering, and forming alliances. Bakker, Boroş, Kenis, and Oerlemans (2013) argued that affiliative leadership style significantly impacts team effectiveness. In addition, the affiliated person is aware of forming teams and prioritizing personnel. By uniting people, affiliative leadership emphasizes the importance of collaboration and promotes group cohesion for effectiveness (Bennis, 2007).Wachira et al. (2018) found a positive relationship between affiliative leadership and team performance. Workers are inspired to contribute towards organizational goals when empathy, relationships, and communication are prioritized. Leadership employee team building capability helps to foster unity, which leads to a good work environment.

The connection between affiliative leadership and team performance can be justified within the RBV framework, which underscores how organizations leverage distinctive resources to realize and sustain competitive advantages. Affiliative leadership, characterized by its emphasis on fostering collaboration, trust, and a positive work environment, aligns with the RBV's concept of distinctive resources. RBV's core principles emphasize that resources should be valuable, rare, inimitable, and organizationally embedded (VRIO) to contribute to competitive advantage (Barney, 2001). Affiliative leadership's impact on team performance meets these criteria as it enhances the effectiveness and productivity of teams, a valuable outcome in any organization (Bakker et al., 2013). High-performing teams, nurtured by affiliative leadership, can be a source of enduring competitive advantage as they consistently contribute to project success and overall organizational success. Therefore, the RBV framework serves as a compelling motivation for linking affiliative leadership with team performance, highlighting the strategic importance of affiliative leadership in the context of project management and organizational competitiveness (Wachira et al., 2018). Considering the preceding discussion, we formed following hypotheses:

H2: There is a significant impact of affiliative leadership on team performance.

Team Performance and Project Success

Performance is the outcome attained by organizations throughout a specific period, including both profit and non-profit-oriented organizations. Team performance is the degree to which a project team comes across the known organizational aims and objectives (Salas et al., 2008). Team performance is referred to as the outcome or level of success of a group in carrying out their responsibilities throughout a given period. Team performance cannot be achieved arbitrarily by applying instant managerial decision, however, it can be achieved through observation of team members concerning the firms actions from varied social insights (Lin, Yang, Quade, & Chen, 2021).

The existing literature highlighted the significant role of team performance on project success.Iqbal, Nawaz, Bahoo, and Abdul (2017) questioned whether team performance affects project success. They found that teamwork has become a key element and significantly augments greater project success. Similarly,Zwikael and Unger-Aviram (2010) accentuated that proficient project team members are vital for the attainment of the undertaken project success. Project success be contingent to the aptitude of project team members to work competently since the project team has been mirrored as an important resource for project success (Guchait, Lei, & Tews, 2016). Scholars likeLatif et al. (2020) incorporate various team factors such as team identity, team commitment and team performance to examine their contingent effect in their research model. They found that team performance positively impacts project success. Based on the above discussion this research formed the given hypotheses:

H3: Team performance has a significant impact on project success.

Mediating Role of Team Performance

A team is defined as a group of two or more individuals who engage in dynamic and interrelated interactions with the shared purpose of attaining an esteemed goal and objective. Each team member accepts a specific responsibilities, and the membership has a finite period (Salas, Dickinson, Converse, & Tannenbaum, 1992). Team performance is becoming more important as a result of the global economy's fast development since it affects employee career prospects (Malec et al., 2007). Team performance is defined as the employees combining their efforts on a project or assignment to achieve an organizational goal and enhance the reputation of the organization (Schmidt, Cristóbal, & Redondo, 2013). Team performance is the degree to which a person concentrates on organizing and carrying out his daily duties as well as the degree to which each team member is steady and focused at work (Singh, Burgess, Heap, & Mehrzi, 2016). Teamwork has grown to be a more in-depth research topic as more firms start to rely on teams to meet their goals (Mathieu, Maynard, Rapp, & Gilson, 2008). Project team synergy is vital, as individual competences are inherently limited. This collaboration significantly improves overall firm performance (Akob, Arianty, & Putra, 2020; Mappamiring, Akob, & Putra, 2020).

Leadership role in evaluating team performance and effectiveness. To perform daily tasks, employee effort depends on the leader's behaviour and the way he treats and mentors his team members.Zhu and Chen (2016) claim that leadership significantly affects team dynamics and performance. Leadership is viewed in terms of personal traits such as such as talents, abilities, and behaviours that directly impact team performance (Day, Gronn, & Salas, 2004).Kissi, Dainty, and Tuuli (2013) stated that the perception of team regarding working environment affects their motivation and effort throughout project execution. They further suggest that leadership can impact a project's success by fostering an environment which enable team to achieve project goals. While discussing the team participation during project inception, project managers frequently voice their discontent (Özpolat, Chen, Hales, Yu, & Yalcin, 2014).

The past literature showed that team performance mediates the relationship between leadership and project success. Lee, Cheng, Yeung, and Lai (2011) found that team member talents and leadership may be aligned to enhance efficiency in achieving goals, which in turn results in increased performance. According to Zacher and Rosing (2015), success may be attained through ambidextrous leadership that ensures adaptability. They also emphasize the role of creativity in achieving collaboration efficiency. Hence, achieving project success depends on the efficacy of the team as well as the efficient and cooperative workings of the project. In addition,Zahur, Ali, and Gul (2022) indicated that leadership had a substantial impact on fostering innovative team progress within enterprise resource planning, ultimately leading to project success.

The mediating role of team performance in the relationship between affiliative leadership and project success can be understood through the lens of the RBV. From the RBV perspective, team performance becomes a critical capability that emerges as a result of affiliative leadership (Bakker et al., 2013). This capability can significantly contribute towards project success by ensuring that the team functions smoothly and efficiently, thus optimizing the use of available resources and capabilities (Zhu & Chen, 2016). Therefore, organizations with leaders who practice affiliative leadership are more likely to encourage team performance capabilities, which ultimately mediate the relationship between affiliative leadership and project success, leading to positive outcomes for the organization (Zacher & Rosing, 2015).

Considering the preceding discussion this study forms the following hypotheses:

H4: Team Performance positively mediates the relationship between affiliative leadership and project success.

Research Design

This study used a cross-sectional quantitative method. To confirm our data and arrive at the correct findings, we performed a thorough quantitative analysis. To get significant information, a legitimate strategy for information assortment has been chosen to accomplish the data collection process. Survey questionnaire has been widely utilized to gather information for research (Barling, 2014). Thus, the study utilized a questionnaire source for information assortment.

Instrument

The scale for variables questionnaire was adopted from extant literature (Appendix-A). The questionnaire items comprised three variables which include affiliative leadership, project success, and team performance.

• Project success: The project success scale was taken from (Aga et al., 2016). All 14 items were adopted. An example question from this scale is “project specifications were met before handing over to the end user”.

• Affiliative leadership: The scale for affiliative leadership was adopted from (Kasapoğlu, 2014). All 5 items were adopted. The sample question of affiliative leadership is “my manager prefers to establish strong relationships with his team members”.

• Team performance: The scale for team performance was adapted from (He, Butler, & King, 2007). All 5 items were adopted. The sample question of team performance is “The team members produced high-quality products”.

Sample and data collection

Data collection employed convenience sampling technique from project managers and project team members working in the IT sector of Pakistan. The data gathered through online Google forms while taking into safety measures concern in light of the ongoing pandemic situation, and in cases where applicable, conducting personal visits. Google Forms link was sent through email to 350 respondents and a total of 322 questionnaires were received. 22 respondents were excluded as a result of multiple statements being left blank by respondents. In total, 300 questionnaires were found correct for further analyses, with a response rate of 85.71%. The data represented that male respondents included (94.3%) and female respondents included (5.7%). Most of the study participants fall within the age group of 26-33, with 118 (39.3%). Most participants (n = 202) hold a bachelor degree, account for 67.3%, whereas master's degree holders (n = 82) made up 27.3% per cent. The average working experience of respondents in IT firms was about 3 to 5 years. Table 1 shows demographical information of participants.

Data Analysis Procedure

For data analysis, IBM SPSS version 21 and Smart-PLS4 statistical packages were used. First, data entering and screening were done through IBM SPSS and filtered data were taken for data analysis. The variables' data reliability was tested through outer loading, alpha, and composite reliability. The convergent validity of the variables tested using the AVE while discriminant validity established through HTMT ratio. Structural equation modelling was performed to determine the significant relationship among variables. The Preacher and Hayes method was utilized to carry out mediation and to ascertain the mediating effect between independent and dependent variables. (Preacher & Hayes, 2004).

Descriptive Statistics

Descriptive statistics were used to summarize key characteristics of affiliative leadership, project success, and team performance. The findings presented mean and standard deviation for each item, which are detailed in Table 1. The mean value of 3.89 indicates agreement among respondents with affiliative leadership items. For project success items, the mean score is 4.13, signifying agreement. Similarly, a mean score of 4.16 shows agreement with the items related to team performance.

Measurement Model

We assess the measurement model by using factor loadings, alpha, composite reliability, convergent and discriminant validity. The typical limit for loadings is > 0.50 (Bagozzi & Yi, 1988). All items have loadings within specified range, except for one item related to PS, which was removed being low loading. The limit for composite reliability of a construct is 0.7 (Bagozzi & Yi, 1988). The typical limit for Cronbach' alpha is 0.7 (Nunnally, 1978), and the outcomes confirm that reliability is well-established. Convergent validity assessed by AVE, with an acceptable limit of 0.5 (Fornell & Larcker, 1981), and all variables holds this criterion. The details are in Table 2.

In this study, we examine discriminant validity through HTMT ratio, Fornell and Larker and cross-loading. As per Henseler, Ringle, and Sarstedt (2015), the threshold for the HTMT ratio is <0.9. In Table 3, the HTMT values for each construct remain comfortably below the specified limits thereby confirming convergent validity. Moreover, in line with (Fornell & Larcker, 1981) recommendation, it is necessary for the square root of the AVE of a construct to exceed the correlations with other constructs, this study meet the specified criteria. In addition, the cross-loading value Table 6 reflects that all constructs have a lower value than their loadings on the intended constructs.