2.2.

1 Ethical Behavior

A leader demonstrates ethical leadership by supporting something that is right, and they do

that by spreading awareness regarding ethical conduct and moral self-actualization (Debes,

2021). Employees are able to gladly follow an organization's actions and decisions, due to the

distinctiveness of ethical leadership (Wang & Murnighan, 2017). It is clear that employees

with a trusting relationship will speak to their supervisor about any unprofessional conduct

within their organization without fear (Debeş, 2021).According to Hypothesis 1: Leaders’

cognitive moral development is positively related to followers’ perceptions of the leader’s

ethical leadership. It has been shown by (Zouari-Hadiji & Chouaibi, 2021)that team

performance increases when members of the leadership role and the team as a whole assess

their accomplishments and engage in constructive conflict. As Schminke, Ambrose, and

Neubaum (2005) found that the moral judgments of leaders are associated with greater job

satisfaction reported by followers who agree with those judgments. The next step is to

explore the relationship between assessments of ethical leadership and a leader's level of

moral development; how a follower's moral growth can be related to a leader's may also

contribute to shaping how followers appraise a leader's ethical leadership. In research,

perceiver effects can explain as much behavior variance as the leader's own characteristics in

the case of perceived leadership (Lord, Phillips, & Rush, 1980). As a result, followers are

likely to perceive ethical leadership based in part on their cognitive interpretations of the

leader's behaviour. In this paper, we argue that ethical leadership is affected by the

relationship between leaders and followers. In addition, we suggest that when there is a

divergence between the ethical reasoning of the leader and the followers, particularly when

the leader is above the followers, then the leadership will be perceived as more ethical

because such leaders will attract attention by making principled decisions, and by modelling

normatively appropriate behaviours (Lord et al., 1980) .

2.2.2 Proactiveness

As a first step, project portfolio management quality and proactiveness are considered

positive predictors of preparation for the future as well as portfolio synergy, though

proactiveness is expected to predict the former metric more strongly than the latter (Ekrot,

Rank, & Gemünden, 2016). According to this concept of proactive behavior, it is possible

that proactive individuals would benefit from entrepreneurship careers. This idea has been

explored in other theoretical treatments of the entrepreneurial process. As Shapero and Sokol

(1982)discussed the social dimensions of entrepreneurial events, they noted a tendency

towards action and initiative. When Krueger and his colleagues Krueger Jr and Brazeal

(1994) examined entrepreneurial intentions and potential, they included the notion of

"propensity to act". Originally, Krueger (1993) referred to the desire for control scale (Burger

1985) as a proxy measure for propensity to act, but Krueger Jr and Brazeal (1994) suggested

that other measures of propensity could be more useful. An example of such a measure is the

proactive personality scale. Having an entrepreneurial intention may be more strongly related

to having a proactive personality than to intending to purchase an existing operation.

Proactivity may relate more strongly to dreams of starting one's own business than to

intentions of buying an existing business. Also, it would be useful to examine the relative

importance of proactivity in comparison to the entrepreneurial characteristics previously

listed (for example, achievement-oriented traits, or risk-taking tendency). Using more

heterogeneous samples and studying various entrepreneurial behaviors are perhaps the most

important features of future research on proactivity and entrepreneurship (Crant, 1996).

According to Wasiyo (2009) there is no other form of organizational structure better suited to

deal with rapidly changing markets, increasing product complexity, customer-focused

innovation, technological uncertainty and cross-functional business expertise.

As a result, in a firm with a high level of proactiveness (Lumpkin & Dess, 2001), members

will use their ability to see opportunities and induce change to achieve high levels of future

preparation (Ekrot et al., 2016). The relationship between future readiness and quality

management is stronger when proactiveness is high compared to when it. In a proactive

individual, resources are accumulated, steps are taken to prevent resource depletion, and

resources can be mobilized at their disposal when necessary. By using others' resources, the

individual can expand their coping repertoire. Using social support to construct emotional

support, practical assistance, coping strategies, and information fromone's network can all

contribute positively to this process (Greenglass, 2002). In addition to social skills, proactive

individuals possess highly developed negotiating skills. Proactive coping can also be

described as behavior following the expectation of a potential stressor and acting in advance

to avoid it from occurring (Greenglass & Fiksenbaum, 2009).

Team performance can be measured and modified based on team interactions. To perform the

tasks assigned to a team, members choose how they will reach goals, observe progress toward

goals, coordinate interdependent activities, and monitor external conditions (Marks, Mathieu,

& Zaccaro, 2001). By interacting with each other, team members develop ways of dealing

with environmental challenges that are shared and enduring. According to these theories,

transformational leadership results in positive outcomes for individuals and organizations

(Reichard et al., 2011). Research has shown that transformational leadership is correlated

with unit performance during operational training exercises among military units in America

(Reichard et al., 2011) and Singapore. Keller (1992)found that the quality of products

developed by R&D teams was better when the leadership was transformational.

 
Providing transformational leadership by the team leader will have a direct influence on self-

management and interpersonal norms, and thereby have a direct impact on proactive team

performance. In turn, our hypothesis tests whether the findings of Den Hartog and Belschak

(2012) that transformational leadership is associated with proactive behavior apply across

teams. We also investigate how leadership transformation might affect proactive team

performance. 

H3: Team proactive performance is positively associated with transformational leadership.

2.2.3 Entrepreneurial orientation

It is becoming increasingly evident that EOs are vital to the survival and growth of

businesses, as well as for the economic prosperity of nations (Morris, Öhman, & Dolan,

1998). (Morris et al., 1998) defined EO as consisting of four salient dimensions: autonomy,

innovativeness, risk-taking, and proactiveness. Entrepreneurship itself is not EO. While

entrepreneurship simply refers to a new venture, an organization's Entrepreneurial Overview

(EO) focuses on how it goes about entrepreneurship - the methods, practices, and decision-

making styles used to act entrepreneurially. The EOs of independent (autonomous) firms,

firms that encourage experimentation (innovativeness), take risks (proactiveness), and

compete aggressively within their markets are stronger than those of firms lacking some or all

of these competencies.

As well as affecting firm behavior, entrepreneurial theory applies to how societies develop at

the societal level. The degree of entrepreneurship in certain societies is not directly related to

their cultural foundations (i.e., there is no direct correlation). Entrepreneurship, however, is

largely shaped by a mixture of cultural factors (i.e., values, attitudes, and behaviors) that

contribute to a strong EO. In other words, EO is a cultural mediator that bridges the gap

between entrepreneurship and national culture (Fu, Flood, Rousseau, & Morris, 2021). 
2.2.4 Project Success

According to (Den Hartog & Belschak, 2012), project success is measured by achieving

business goals, products and services; while managing success is measured by budget control,

quality, and achievement of project goals. By using ethical management techniques,

organizational processes are improved, employee competencies and satisfaction are

increased, and there is a positive impact on success (Lee, Kang, Hsu, & Hung, 2009).

Positive perception of leaders among employees, which results in increased job satisfaction;

employees develop supportive behaviours that reduce conflict and efficiency (Gill, Stewart,

Treasure, & Chadwick, 2008)

2.2 6 Proactive leader has a positive impact on project success

H1a: A team member's proactivity and proficiency are positively related to his or her

commitment to the team.

H1b: A positive relationship exists between organizational commitment and organizational

member proactivity and proficiency.

H3a: Team commitment is positively related to transformational leadership among leaders.

H1: Leadership and proactive behavior are positively correlated.

H1: Employee trust contributes to the success of a project via ethical leadership.