Grounded in the conservation of resources theory, this research investigates both the beneficial and detrimental aspects of humble leadership by assessing how project commitment and workplace deviance mediate its relationship with project success. Using data obtained from 315 IT professionals, the proposed hypotheses were evaluated through partial least squares structural equation modeling (PLS-SEM). The results demonstrate that humble leadership enhances project success indirectly through the mediating influence of project commitment, whereas workplace deviance fails to serve as a mediator in this relationship. Overall, the study enriches emerging scholarship by emphasizing humble leadership as a valuable approach for achieving project success.
