LAUSR

ABSTRACT This study aimed to determine the effect of organizational resilience and chief executive officer (CEO) narcissism on project success via the mediating role of organizational risks. The study also highlighted the potential of the organization to adapt to environmental conditions, while maintaining successful projects according to established standards. The study developed a theoretical framework, within which the hypothetical structure was built on involving the five study variables. The framework was then tested and used in electrical power sector projects in Iraq, particularly in Basra. The study distributed 201 questionnaires to employees in the electricity power sector to obtain the required data, after which data were exposed to AMOS (version 20) software applying path analysis to examine the proposed hypotheses. Based on the results obtained, a negative direct effect was found from narcissistic CEO to successful project as proposed. Such a characteristic was expected to prevent successful projects, as narcissistic CEOs have a higher tendency to impose their opinions on the employees, while monopolizing the decision-making process. Aside from this, organizational risks were found to partially mediate the influence of the successful project in that the decisions made by the narcissistic managers tended to be more dangerous in crisis periods and, as such, such managers were major causes in the failed projects. However, the findings of the study have some limitations, such as the focus on one sector (power projects). The conceptual framework also excluded other variables that could contribute to project success, such as risk management technology.