Abstract
Employing job demands-resources theory (JD-R), this study explores how leader incivility influences project performance in IT projects directly and via project work withdrawal and project team member well-being. Further, this study also examines project team member mindfulness as a boundary condition. Data from 432 IT professionals reveal that leader incivility significantly hampers project performance directly and indirectly through increased withdrawal and reduced well-being. Interestingly, mindfulness strengthens the effect of incivility on withdrawal but buffers its negative impact on well-being. This study has several theoretical and practical implications for project organizations who want to mitigate incivility.