The Mediating Role Of CEO’s Behaviors (Credibility And Engagement With Staff) On The Relationship Between Corruption And Project Performance: An Empirical Evidence From Project Based Ngos Of Pakistan

Abstract

This study explores the impact of corruption on project performance within project-based NGOs in Pakistan, considering the mediating roles of CEO behaviors, specifically credibility and engagement with staff. Corruption, characterized by the misuse of entrusted power for personal gain, adversely affects decision-making and project outcomes. The research identifies three types of corruption—petty, grand, and political—and argues that these corrupt practices negatively correlate with project performance. Through a quantitative approach using a structured questionnaire, data were collected from employees of various NGOs, resulting in 203 usable responses. The findings demonstrate a significant negative effect of corruption on both CEO behaviors and project performance, with CEO engagement with staff showing a more pronounced mediating effect than credibility. This study emphasizes the necessity for stringent measures against corruption and calls for careful selection and evaluation of top management to enhance organizational integrity and project success.