Abstract

The current study has two objectives: (a) to explore the emotional challenges faced by early-career construction project managers (PMs) during the execution phase, and (b) to propose Human Resource Development (HRD) interventions to enhance emotional awareness and regulation among early-career PMs. This study employs a qualitative methodology, utilizing semi-structured interviews with 24 senior construction PMs selected through purposive sampling. The data were analyzed using reflexive thematic analysis. The study identifies four key emotional challenges faced by early-career PMs during the execution phase: (a) unpredictability and shifting plans, (b) unhealthy hierarchy and lack of support, (c) lack of flexibility and stakeholder alignment, and (d) managing team cohesion. To address these challenges, the study proposes three strategies: (a) preparing for uncertainty, (b) practicing emotional detachment and stress management, and (c) offering peer support and mentorship. This research is novel due to its exclusive focus on the execution phase and its introduction of previously overlooked HRD strategies. It bridges a critical gap in project management literature by offering practical recommendations to enhance early-career PMs' emotional competence, helping organizations develop more effective and resilient project teams by embedding HRD strategies that enhance emotional intelligence, strengthen leadership capabilities, and improve adaptive decision-making, ultimately fostering a more sustainable and high-performing project environment.

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