Rozaini Rosli

Type of the article: Research Article

Abstract
Chinese leadership dynamics have a significant impact on job performance in Chinese enterprises, influencing long-term success and fostering innovation, which highlights the importance of a positive organizational atmosphere in enhancing employee motivation. This study aims to examine how transformation and ethical leadership dynamics influence employee empowerment, organizational learning, and the subsequent long-term sustainability and job performance in Chinese industries. Data were collected from 500 employees across various Chinese industries, e.g., manufacturing, technology, and service. Partial least squares structural equation modeling (PLS-SEM) was employed to analyze the data. The results reveal that transformational leadership (β = 0.45, p< 0.001), employee empowerment (β = 0.45, p< 0.001), and organizational learning (β = 0.28, p< 0.001) significantly enhance organizational climate, which in turn strongly influences job performance (β = 0.50, p< 0.001). Organizational climate also mediates the effects of transformational leadership (indirect effect: β = 0.23, p< 0.001), employee empowerment (indirect effect: β = 0.16, p< 0.001), and organizational learning (indirect effect: β = 0.14, p< 0.001) on job performance. Furthermore, ethical leadership moderates the impact of transformational leadership (β = 0.19, p< 0.001) and employee empowerment (β = 0.15, p< 0.01) on organizational climate. These findings emphasize the importance of integrating ethical and transformational leadership, employee empowerment, and continuous learning to foster a supportive organizational climate and drive sustainable development. This study offers actionable insights for organizational leaders and policymakers, contributing to a deeper understanding of leadership and organizational dynamics that facilitate long-term success.

Type of the article: Research Article

Abstract
Drawing on institutional and communication theories, this study tests whether regulatory adaptation and cultural training drive project success and whether communication efficiency mediates these relationships. A mixed-method design was adopted. Quantitatively, a structured questionnaire was administered to project personnel involved in Yunnan Construction and Investment Holding Group (YCIH) overseas delivery in Southeast Asia, yielding 412 valid responses. Partial least squares structural equation modeling (PLS-SEM) with bootstrapping was used to assess the measurement model, direct effects, and mediation. Qualitatively, 18 semi-structured interviews were used to triangulate the interpretation of coordination frictions and improvement levers. The interview evidence indicated that regulatory translation gaps, bilingual document control, culturally different feedback norms, and delayed closure of site issues were recurrent communication bottlenecks. Regulatory adaptation and cultural training positively affect communication efficiency (β = 0.347 and β = 0.359, p < 0.001). Communication efficiency positively affects project success (β = 0.406, p < 0.001). Regulatory adaptation and cultural training also show positive direct effects (β = 0.245 and β = 0.160, p < 0.001). Communication efficiency partially mediated the relationship between regulatory adaptation and project success, and cultural training and project success through significant indirect effects (β = 0.141 and β = 0.146, p < 0.001). The model explains 33.9% of the variance in communication efficiency and 43.6% of the variance in project success. The study integrates regulatory and cultural capability-building into a communication-based mechanism for international project success, providing actionable guidance for contractors operating across institutional and cultural boundaries.