ENSURING PROJECT SUCCESS THROUGH HR MANAGER’S LEADERSHIP STYLE: ROLE OF ETHICAL WORK CLIMATE AND INTERPERSONAL TRUST

Abstract

Construction enterprises are widely acknowledged as pivotal drivers of economic development in emerging nations due to their integral role in infrastructure advancement. Within this sector, the cornerstone of construction firms lies in their workforce, whose diligent endeavours contribute substantially to the successful execution of projects, notwithstanding their diverse skill levels. Effective alignment of employees with overarching project objectives hinges significantly upon human resource (HR) management practices and tailored organizational strategies.  In pursuit of empirically assessing this premise, this research endeavour sought to scrutinize the influence of servant leadership exhibited by HR managers on project outcomes, with a moderated mediation model involving project governance, ethical work climate, and interpersonal trust. Situated within the socio-economic context of Bahrain, the study utilized a quantitative survey methodology to gauge the perceptions of employees within construction enterprises. Structural Equation Modelling (SEM) served as the analytical framework to ascertain the statistical significance of formulated hypotheses, which were underpinned by the tenets of social exchange theory. The findings of the data analysis substantiated the hypothesized relationships, indicating a pronounced emphasis within Bahrain’s construction industry on nurturing a workforce-centric ethos. This involves cultivating an ethical work climate characterized by robust interpersonal trust, underpinned by the adoption of positive servant leadership practices and effective project governance mechanisms, ultimately culminating in enhanced project success