Table 2 Underlying assumptions of each... | Emerald Publishing

Table 2

Underlying assumptions of each 3H domain with relevant literature for the study

Domain	Assumptions and literature based
Heart (H1) It should be coded as H1-1, H1-2 and so on	1. Heart-to-heart and reciprocal behaviour goes side-by-side and it maintains long-term relationship (Hinton, 2013; Hu et al., 2011). 2. People are willing to sacrifice for a honourable cause, purpose, shared value and belief (Carton, 2018; Sussman et al., 1983). 3. Heart-oriented leader shall create a conducive climate for uniting people to achieve common national goals (Bui et al., 2017; Hunt, 2017). 4. Human nature has both good and bad elements, Heart-oriented leader shall help employees develop their good selves and have them behaved themselves to control their bad elements (Hinton, 2013; Gurbuz et al., 2014). 5. An effective Heart-oriented leader would yield committed followers who wanted to get the jobs done well. It is transformational-based (Asencio, 2016; Lehmann et al., 2013).
Head (H2)	1. Effective strategic planning process is a necessary factor for national project success (Bryson et al., 2018; Genc and Sengul, 2015). 2. Planning, organising and controlling process calls for rational, logical and strategic thinking to address short-, medium- and long-term needs of the national project (Hussey, 1999; Menon, 2018). 3. However, effective strategy translation and communication across different levels of organisation is a necessary management responsibility and it is an art more than a science (Tam et al., 2005). 4. Head-oriented leadership concerns more on rational rather than emotional aspects in leading. At best, people are convinced that they ought to do the assigned jobs but they may not be committed or interested in doing it. It is transactional-based (Asencio, 2016).
Hand (H3)	1. Efficient execution of strategy with required competence and resources is a necessary factor for national project success (Grant, 1991). 2. Agility and speed to satisfy people’s needs are useful criteria for evaluating the competence of the nation in managing the incumbent project (Yu, 2020; Yu et al., 2016). 3. Leaders should know the level of competence that his followers possessed. If they do not possess the required skills or knowhow, leaders should ensure they will be trained to learn it or mobilise support from other sources; otherwise, that may be a main cause of resistance or unnecessary wasting of resources and time (Kor and Leblebici, 2005; McGrath et al., 1995).
3H - integrated	1. Holistic management of people and organisation means all 3H domains are synergistically integrated with one another, neither one nor a couple of H are sufficient for national project success (Senge, 1990; Yu, 2020). 2. It is the national leader’s responsibility to ensure all 3H domains are effectively in congruent with one another (Hinton, 2013; Rogers, 2010). 3. 3H framework aims to holistically manage people and organisation issues, which will lead to people wanted to do the purposeful right jobs and able to do it right every time (Carton, 2018; Sussman et al., 1983; Yu, 2020).

Domain	Assumptions and literature based
Heart(H1)It should be coded as H1-1, H1-2 and so on	1. Heart-to-heart and reciprocal behaviour goes side-by-side and it maintains long-term relationship (Hinton, 2013; Hu et al., 2011). 2. People are willing to sacrifice for a honourable cause, purpose, shared value and belief (Carton, 2018; Sussman et al., 1983). 3. Heart-oriented leader shall create a conducive climate for uniting people to achieve common national goals (Bui et al., 2017; Hunt, 2017). 4. Human nature has both good and bad elements, Heart-oriented leader shall help employees develop their good selves and have them behaved themselves to control their bad elements (Hinton, 2013; Gurbuz et al., 2014). 5. An effective Heart-oriented leader would yield committed followers who wanted to get the jobs done well. It is transformational-based (Asencio, 2016; Lehmann et al., 2013).
Head(H2)	1. Effective strategic planning process is a necessary factor for national project success (Bryson et al., 2018; Genc and Sengul, 2015). 2. Planning, organising and controlling process calls for rational, logical and strategic thinking to address short-, medium- and long-term needs of the national project (Hussey, 1999; Menon, 2018). 3. However, effective strategy translation and communication across different levels of organisation is a necessary management responsibility and it is an art more than a science (Tam et al., 2005). 4. Head-oriented leadership concerns more on rational rather than emotional aspects in leading. At best, people are convinced that they ought to do the assigned jobs but they may not be committed or interested in doing it. It is transactional-based (Asencio, 2016).
Hand(H3)	1. Efficient execution of strategy with required competence and resources is a necessary factor for national project success (Grant, 1991). 2. Agility and speed to satisfy people’s needs are useful criteria for evaluating the competence of the nation in managing the incumbent project (Yu, 2020; Yu et al., 2016). 3. Leaders should know the level of competence that his followers possessed. If they do not possess the required skills or knowhow, leaders should ensure they will be trained to learn it or mobilise support from other sources; otherwise, that may be a main cause of resistance or unnecessary wasting of resources and time (Kor and Leblebici, 2005; McGrath et al., 1995).
3H -integrated	1. Holistic management of people and organisation means all 3H domains are synergistically integrated with one another, neither one nor a couple of H are sufficient for national project success (Senge, 1990; Yu, 2020). 2. It is the national leader’s responsibility to ensure all 3H domains are effectively in congruent with one another (Hinton, 2013; Rogers, 2010). 3. 3H framework aims to holistically manage people and organisation issues, which will lead to people wanted to do the purposeful right jobs and able to do it right every time (Carton, 2018; Sussman et al., 1983; Yu, 2020).