Impact of Project Management Practices on Organizational Performance with Servant Leadership as a Mediating Factor in the UAE Property Development Industry

Abstract

Leadership, not just technical capability, is the decisive factor in the success of large-scale construction and property development projects in the UAE. This study investigates the direct and indirect effects of Project Management Practices (PMP) on Organizational Performance Outcomes (OPO), with Servant Leadership Characteristics (SLC) serving as a mediating variable. Drawing on integrated theories from project management, leadership, and performance measurement, the study proposes a conceptual framework tailored to the UAE construction context. Data were collected through a structured questionnaire survey of 355 professionals in middle and top management positions across the UAE’s construction and property development sector. Structural Equation Modelling (SEM) was employed to test the hypothesized relationships. The findings reveal that PMP significantly influences OPO (β = 0.417) and SLC (β = 0.653), while SLC has a strong positive effect on OPO (β = 0.476). Additionally, a significant indirect effect (β = 0.311) confirms the partial mediating role of servant leadership. The model demonstrates high reliability, validity, explanatory power (R²), and predictive relevance (Q²), establishing a robust and context-specific framework. These results underscore the importance of people-centred leadership in amplifying the impact of project management practices and offer actionable insights for enhancing organizational performance in the UAE construction industry.