From despotism to impact: how project managers' despotic leadership influences project citizenship behavior of project members through knowledge sabotage?

Muhammad Qamar Zia; Muhammad Sufyan Ramish; Tobias Michael Huning; Muhammad Usman Aleem; Muhammad Naveed

doi:10.1108/IJMPB-07-2025-0253

From despotism to impact: how project managers' despotic leadership influences project citizenship behavior of project members through knowledge sabotage?

Muhammad Qamar Zia
, Muhammad Sufyan Ramish
, Tobias Michael Huning
, Muhammad Usman Aleem
, Muhammad Naveed

Management

Research output: Contribution to journal › Article › peer-review

Original language	English
Pages (from-to)	105-125
Number of pages	21
Journal	International Journal of Managing Projects in Business
Volume	19
Issue number	1
DOIs	https://doi.org/10.1108/IJMPB-07-2025-0253
State	Published - Feb 3 2026

ASJC Scopus Subject Areas

Business and International Management
Strategy and Management
Management of Technology and Innovation

Keywords

Despotic leadership
Knowledge sabotage behavior
Project citizenship behavior
Resilience

Access to Document

10.1108/IJMPB-07-2025-0253

Cite this

From despotism to impact: how project managers' despotic leadership influences project citizenship behavior of project members through knowledge sabotage? / Zia, Muhammad Qamar; Ramish, Muhammad Sufyan; Huning, Tobias Michael et al.
In: International Journal of Managing Projects in Business, Vol. 19, No. 1, 03.02.2026, p. 105-125.

Research output: Contribution to journal › Article › peer-review

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KW - Resilience

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From despotism to impact: how project managers' despotic leadership influences project citizenship behavior of project members through knowledge sabotage?

ASJC Scopus Subject Areas

Keywords

Access to Document

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