Sustainability in Project Management through Servant Leadership Mediated by Green Organizational Culture: Evidence from Constructions Projects

Abstract

This article examines the impact of servant leadership on project sustainability performance in the context of infrastructural and construction projects, with green organizational culture as a mediating variable. Grounded in contemporary leadership and sustainability literature, this research explores how servant leadership practices influence sustainability outcomes, especially when a culture supportive of environmental practices is present. A quantitative approach was used to survey 300 project professionals, analyzing data through structural equation modeling (SEM). Results reveal that servant leadership significantly enhances project sustainability performance, both directly and indirectly, through green organizational culture. The findings have important and extensive implications for practitioners and policymakers for achieving and sustaining an organizational green culture in support of the green initiatives undertaken by the servant leaders.

Keywords: Sustainability; Project Management; Servant Leadership; Green Organizational Culture; Constructions Projects