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<p>Megaprojects require effective integration of governance mechanisms, leadership, and complexity management, particularly in volatile and resource‑constrained environments such as Pakistan’s construction sector. Drawing Complexity Theory, Stewardship Theory, and Social Exchange Theory, this study investigates how project governance, servant leadership, and project complexity jointly relate to project success in infrastructure megaprojects. Self‑administered survey of 255 professionals involved in Pakistani megaprojects was analyzed using ordinary least squares (OLS) regression with interaction terms to test the proposed hypotheses. The results show that project governance is positively associated, whereas project complexity is negatively associated with project success. Servant leadership also exhibits a strong positive association with project success, and the interaction analysis indicates that servant leadership modestly buffers the adverse effect of project complexity. These findings provide empirical support for the value of combining formal governance mechanisms with relational leadership behaviors when managing complex infrastructure megaprojects in developing‑country contexts.</p>

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Managing complexity in megaprojects: an OLS regression analysis of project governance and servant leadership

  • 期刊论文

  • 发表日期：

    2026年4月1日

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  • Muhammad Shoaib Iqbal,
  • Afsar Ali

摘要

Megaprojects require effective integration of governance mechanisms, leadership, and complexity management, particularly in volatile and resource‑constrained environments such as Pakistan’s construction sector. Drawing Complexity Theory, Stewardship Theory, and Social Exchange Theory, this study investigates how project governance, servant leadership, and project complexity jointly relate to project success in infrastructure megaprojects. Self‑administered survey of 255 professionals involved in Pakistani megaprojects was analyzed using ordinary least squares (OLS) regression with interaction terms to test the proposed hypotheses. The results show that project governance is positively associated, whereas project complexity is negatively associated with project success. Servant leadership also exhibits a strong positive association with project success, and the interaction analysis indicates that servant leadership modestly buffers the adverse effect of project complexity. These findings provide empirical support for the value of combining formal governance mechanisms with relational leadership behaviors when managing complex infrastructure megaprojects in developing‑country contexts.