Project Manager Self-Efficacy and Mega-Project Success: A Conditional Process Model of Human-Related Agile Challenges and Project Complexity

Abstract

This study investigates how project manager self-efficacy (PMSE) contributes to mega-project success and explores the mediating role of human-related agile challenges (HRACI) as well as the moderating influence of project complexity. Drawing on social cognitive theory, the research proposes that self-efficacious project managers are better equipped to navigate human dynamics and adaptive tensions inherent in mega-project environments. A quantitative cross-sectional survey was conducted among 312 mega-project professionals in Pakistan using a structured questionnaire. Data were analysed using PLS-SEM with bootstrapping to examine mediation and moderation effects. Results indicate that PMSE significantly and positively predicts mega-project success. PMSE also significantly reduces human-related agile challenges, while HRACI negatively affects project success, confirming partial mediation. The indirect effect is statistically significant, suggesting that project managers with higher self-efficacy improve performance outcomes primarily by reducing interpersonal friction, role ambiguity, and resistance during agile implementation. Additionally, project complexity significantly moderates the PMSE–success relationship, with the effect of self-efficacy becoming stronger as project complexity increases. These findings extend project leadership literature by demonstrating that self-efficacy functions as a psychological resource that is especially valuable in complex mega-project settings. The study highlights the importance of strengthening project managers’ confidence in their capability to manage uncertainty, thereby improving both behavioural alignment and strategic project outcomes.

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