Project Management Leadership and Successful Completion of Road Construction Projects in Kenya National Highways Authority
DOI:
https://doi.org/10.53819/81018102t6031Abstract
Road construction projects in Kenya are facing problems of delays in their life cycle of implementation therefore not successfully completed. From previous studies done, several road projects do not get completed within the stipulated budget and timings and usually fail to meet the desired standards such as quality due to factors like inefficient time within the stipulated schedules, inadequate funds and lack of implementation facilities and equipment. The purpose of the study was to determine the relationship between project management leadership and completion of road construction projects in Kenya National Highways Authority. The specific objectives of the study; to determine the relationship between leadership skills and completion of road construction projects in Kenya National Highways Authority, leadership experience and completion of road construction projects in Kenya National Highways Authority, leadership control and completion of road construction projects in Kenya National Highways Authority and leadership style. This study was anchored on the following theories: Trait theory of leadership, Behavioral theory, Human Capital theory, and the Control theory. This study employed a descriptive survey research approach. The target population in this study was KeNHA and KURA road construction projects which totals to 184. The study used stratified sampling technique to choose a sample of 126 from the study population. The researcher used questionnaire to collect primary data. The data obtained for this research was analyzed using the statistical package for social science. The study concludes that leadership skills has a significant effect on completion of road construction projects in Kenya National Highways Authority. In addition, the study concludes that leadership experience has a significant effect on completion of road construction projects in Kenya National Highways Authority. Further, the study concludes that leadership control has a significant effect on completion of road construction projects in Kenya National Highways Authority. The study also concludes that leadership style has a significant effect on completion of road construction projects in Kenya National Highways Authority. Based on the findings, the study recommends that the management of KeNHA should ensure regular training of the project managers to equip them with the necessary skills to enhance successful project completion. In addition, the management of KeNHA should adopt effective leadership practices to ensure road projects are completed on time and within the set budget.
Keywords: Project Management, Leadership Skills, Kenya National Highways Authority
References
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Berg, M. E., & Karlsen, J. T. (2007). Mental models in project management coaching. Engineering Management Journal, 19(3), 3-13. https://doi.org/10.1080/10429247.2007.11431736
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Brevis-Landsberg, T. (2012). Managers’ expectations of business management graduates in the 21st century. M. Coetzee, J. Botha, N. Eccles & Nienaber (eds.), Developing student graduateness and employability, 167-184.
Campion, M. A., & Lord, R. G. (1982). A control systems conceptualization of the goal-setting and changing process. Organizational behavior and human performance, 30(2), 265-287. https://doi.org/10.1016/0030-5073(82)90221-5
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Central Bank of Kenya (CBK) Report 2015
Davies, S. M. (1990). Evidence of character to prove conduct: A reassessment of relevancy (Master's thesis, Columbia University).
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Hofstede, G. (2007). Asian management in the 21st century. Asia pacific journal of management, 24(4), 411-420. https://doi.org/10.1007/s10490-007-9049-0
Hunter, R. J. (2013). Zeta potential in colloid science: principles and applications (Vol. 2). Academic press.
Isaboke, C. M. (2015). Influence of organization culture on strategy implementation in selected universities in Kenya. International Journal of Economics, Commerce and Management, 3(9), 806-820.
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Kiioh, L. K. (2015). Influence of project management leadership on performance of information technology projects: A case of fin-tech Kenya (Doctoral dissertation, University of Nairobi).
Kimathi, H. K. (2014). Parental involvement in primary standard three pupils’ reading at home in Igembe South Constituency, Meru County, Kenya. Unpublished Masters Thesis.
Kiundu, M. M. (2012). Factors that influence the performance of church based projects in Kenya: a case study of selected churches in Mvita constituency, Mombasa County, Kenya (Doctoral dissertation, University of Nairobi, Kenya).
Klein, H. J. (1989). An integrated control theory model of work motivation. Academy of management review, 14(2), 150-172. https://doi.org/10.2307/258414
Koech, P. M., & Namusonge, G. S. (2012). The effect of leadership styles on organizational performance at state corporations in Kenya. International journal of business and commerce, 2(1), 1-12.
Kombo, D. K., & Tromp, D. L. (2006). Proposal and thesis writing: An introduction. Nairobi: Paulines Publications Africa, 5(1), 814-30.
Kothari, C. R. (2004). Research methodology: Methods and techniques. New Age International.
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Leybourne, S. A. (2007). The changing bias of project management research: A consideration of the literatures and an application of extant theory. Project Management Journal, 38(1), 61-73. https://doi.org/10.1177/875697280703800107
Lloyd-Walker, B., & Walker, D. (2011). Authentic leadership for 21st century project delivery. International Journal of Project Management, 29(4), 383-395. https://doi.org/10.1016/j.ijproman.2011.02.004
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Luria, G. (2008). Climate strength–How leaders form consensus. The Leadership Quarterly, 19(1), 42-53. https://doi.org/10.1016/j.leaqua.2007.12.004
Maina, G. N. (2015). An investigation into the impact of failure in the planning phase of mega infrastructure projects (case study: road safety on Thika superhighway) (Doctoral dissertation).
Mann, R. D. (1959). A review of the relationships between personality and performance in small groups. Psychological bulletin, 56(4), 241. https://doi.org/10.1037/h0044587
Marks, M. A., Zaccaro, S. J., & Mathieu, J. E. (2000). Performance implications of leader briefings and team-interaction training for team adaptation to novel environments. Journal of applied psychology, 85(6), 971. https://doi.org/10.1037/0021-9010.85.6.971
Mary, F. N. (2018). The effect of project management leadership on performance of compassion international projects in Kitui County, Kenya. Unpublished Thesis. Kenyatta University.
Mockler, N. (2022). Teacher professional learning under audit: Reconfiguring practice in an age of standards. Professional Development in Education, 48(1), 166-180. https://doi.org/10.1080/19415257.2020.1720779
Momani, N. M. (2010). Business continuity planning: Are we prepared for future disasters. American Journal of Economics and Business Administration, 2(3), 272. https://doi.org/10.3844/ajebasp.2010.272.279
Montealegre Lynet, E. (2015). Componentes básicos de la política de priorización.
Mrisha, G. M. (2018). Effect Of Learning Organization On Performance of Logistics Firms In Mombasa County (Doctoral Dissertation). https://doi.org/10.11648/j.jhrm.20170502.11
Müller, R., & Turner, J. R. (2007). Matching the project manager’s leadership style to project type. International journal of project management, 25(1), 21-32. https://doi.org/10.1016/j.ijproman.2006.04.003
Ngiri, E. G. (2012). Factors influencing performance of rural development community-based projects in Murang'a South District, Murang'a County (Doctoral dissertation, Kenyatta University).
Norrie, J., & Walker, D. H. (2004). A balanced scorecard approach to project management leadership. Project management journal, 35(4), 47-56. https://doi.org/10.1177/875697280403500406
Nyandika, O. F., & Ngugi, K. (2014). Influence of stakeholders' participation on performance of road projects at Kenya National Highways Authority. European Journal of Business Management, 1(11), 384-404.
Piyush, M., Dangayach, G. S., & Mittal, M. L. (2011). A study of critical project success parameters in different organizational conditions. Advances in Management.
Ramanathan, R., Duan, Y., Cao, G., & Philpott, E. (2012). Diffusion and impact of business analytics: A conceptual framework. World Academy of Science, Engineering and Technology, 6(9), 208-213.
Republic of Kenya (ROk) Report 2015
Schmid, B., & Adams, J. (2008). Motivation in project management: The project manager's perspective. Project Management Journal, 39(2), 60-71. https://doi.org/10.1002/pmj.20042
Shore, C., & Wright, S. (2015). Governing by numbers: audit culture, rankings and the new world order. Social Anthropology/Anthropologie Sociale, 23(1), 22-28. https://doi.org/10.1111/1469-8676.12098
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Tannenbaum, R., & Schmidt, W. H. (2009). How to choose a leadership pattern. Harvard Business Review Press.
Thamhain, H. J. (2004). Linkages of project environment to performance: lessons for team leadership. International Journal of project management, 22(7), 533-544. https://doi.org/10.1016/j.ijproman.2004.04.005
Tuner, A. (2010). The influence of empowerment and engagement on affective commitment and turnover intentions in community health services workers. Leadership in health services, 24(3). https://doi.org/10.1108/17511871111151126
Wegge, J., Shemla, M., & Haslam, S. A. (2014). Leader behavior as a determinant of health at work: Specification and evidence of five key pathways. German Journal of Human Resource Management, 28(1-2), 6-23. https://doi.org/10.1177/239700221402800102
Zenger, J., & Folkman, J. (2012). Are you sure you’re not a bad boss. Harvard Business Review.
Zmud, R. W., & Boynton, A. C. (1991). Survey measures and instruments in MIS: Inventory and appraisal. The information systems research challenge: Survey research methods, 3, 149-180.
Aidah, M. (2015). Strategies of Learning Kiswahili as a Second Language: Case Study: Students of Primary Teacers Colleges, Masaka District In Uganda (Doctoral dissertation).
Aigbavboa, C. O., & Thwala, W. D. (2012). An appraisal of housing satisfaction in South Africa low income housing scheme. International Journal of Construction Management, 12(1), 1-21. https://doi.org/10.1080/15623599.2012.10773181
Atkinson, G. (2013). Empirical evaluation of aleatory and epistemic uncertainty in eastern ground motions. Seismological Research Letters, 84(1), 130-138. https://doi.org/10.1785/0220120096
Bass, B. M. (1985). Leadership: Good, better, best. Organizational dynamics, 13(3), 26-40. https://doi.org/10.1016/0090-2616(85)90028-2
Bass, B. M., & Riggio, R. E. (2010). The transformational model of leadership. Leading organizations: Perspectives for a new era, 2, 76-86.
Bateman, T. S., & Zeithaml, C. P. (1989). The psychological context of strategic decisions: A model and convergent experimental findings. Strategic management journal, 10(1), 59-74. https://doi.org/10.1002/smj.4250100106
Belout, A., & Gauvreau, C. (2004). Factors influencing project success: the impact of human resource management. International journal of project management, 22(1), 1-11. https://doi.org/10.1016/S0263-7863(03)00003-6
Berg, M. E., & Karlsen, J. T. (2007). Mental models in project management coaching. Engineering Management Journal, 19(3), 3-13. https://doi.org/10.1080/10429247.2007.11431736
Blake, R. R., Mouton, J. S., Louis B.. Barnes, & Larry E.. Greiner. (1964). Breakthrough in organization development. Graduate School of Business Administration, Harvard University.
Borg, G., Gall, J. P., & Gall, M. D. (2014). Applying Educational Research: How to Read, Do, and Use Research to Solve Problems of Practice. In lNew York and london.
Brevis-Landsberg, T. (2012). Managers’ expectations of business management graduates in the 21st century. M. Coetzee, J. Botha, N. Eccles & Nienaber (eds.), Developing student graduateness and employability, 167-184.
Campion, M. A., & Lord, R. G. (1982). A control systems conceptualization of the goal-setting and changing process. Organizational behavior and human performance, 30(2), 265-287. https://doi.org/10.1016/0030-5073(82)90221-5
Carver, C. S., & Scheier, M. F. (1981). Attention and Self-Regulation: A Control-Theory Approach to Human Behavior; 1981. New Yotk: Springer. https://doi.org/10.1007/978-1-4612-5887-2
Central Bank of Kenya (CBK) Report 2015
Davies, S. M. (1990). Evidence of character to prove conduct: A reassessment of relevancy (Master's thesis, Columbia University).
Douglas, W. B. (1975). Early hospital admissions and later disturbances of behaviour and learning. Developmental Medicine & Child Neurology, 17(4), 456-480. https://doi.org/10.1111/j.1469-8749.1975.tb03497.x
D'Souza, A. A. (1989). Leadership. Ratna Sagar.
Fiedler, F. E., O'Brien, G. E., & Ilgen, D. R. (1969). The effect of leadership style upon the performance and adjustment of volunteer teams operating in stressful foreign environment. Human Relations, 22(6), 503-514. https://doi.org/10.1177/001872676902200602
Ford, S. L. (2014). Additive manufacturing technology: potential implications for US manufacturing competitiveness. J. Int'l Com. & Econ., 6, 40.
Friedrich, T. L., Mumford, M. D., Vessey, B., Beeler, C. K., & Eubanks, D. L. (2010). Leading for innovation: Reevaluating leader influences on innovation with regard to innovation type and complexity. International studies of management & organization, 6-29. https://doi.org/10.2753/IMO0020-8825400201
Gardner, J. (1989). Leadership Development. NASSP Bulletin, 73(515), 73. https://doi.org/10.1177/019263658907351512
Hannah, S. T., & Sowden, W. J. (2013). Leadership in the profession of arms. https://doi.org/10.1093/oxfordhb/9780195398793.013.0017
Henrie, M., & Sousa-Poza, A. (2005). Project management: A cultural literary review. Project Management Journal, 36(2), 5-14. https://doi.org/10.1177/875697280503600202
Hofstede, G. (2007). Asian management in the 21st century. Asia pacific journal of management, 24(4), 411-420. https://doi.org/10.1007/s10490-007-9049-0
Hunter, R. J. (2013). Zeta potential in colloid science: principles and applications (Vol. 2). Academic press.
Isaboke, C. M. (2015). Influence of organization culture on strategy implementation in selected universities in Kenya. International Journal of Economics, Commerce and Management, 3(9), 806-820.
Kariuki, M. R. (2014). Strategic change management practices and service delivery at the Co-operative Bank of Kenya (Doctoral dissertation).
Kenya Institute for Public Policy Research and Analysis Report (KIPPRA), (2015).
Kiioh, L. K. (2015). Influence of project management leadership on performance of information technology projects: A case of fin-tech Kenya (Doctoral dissertation, University of Nairobi).
Kimathi, H. K. (2014). Parental involvement in primary standard three pupils’ reading at home in Igembe South Constituency, Meru County, Kenya. Unpublished Masters Thesis.
Kiundu, M. M. (2012). Factors that influence the performance of church based projects in Kenya: a case study of selected churches in Mvita constituency, Mombasa County, Kenya (Doctoral dissertation, University of Nairobi, Kenya).
Klein, H. J. (1989). An integrated control theory model of work motivation. Academy of management review, 14(2), 150-172. https://doi.org/10.2307/258414
Koech, P. M., & Namusonge, G. S. (2012). The effect of leadership styles on organizational performance at state corporations in Kenya. International journal of business and commerce, 2(1), 1-12.
Kombo, D. K., & Tromp, D. L. (2006). Proposal and thesis writing: An introduction. Nairobi: Paulines Publications Africa, 5(1), 814-30.
Kothari, C. R. (2004). Research methodology: Methods and techniques. New Age International.
Kyongo, J. J. W. (2013). The status and performance of Workplace health and safety Information System in Nairobi Province, Kenya (Doctoral dissertation).
Lapp, N. (2009). The Globalizers: Development Workers in Action. By Jeffrey T. Jackson. Baltimore: Johns Hopkins University Press, 2007. 393p. 24.95 paper. Perspectives on Politics, 7(3), 693-695. https://doi.org/10.1017/S1537592709990569
Leybourne, S. A. (2007). The changing bias of project management research: A consideration of the literatures and an application of extant theory. Project Management Journal, 38(1), 61-73. https://doi.org/10.1177/875697280703800107
Lloyd-Walker, B., & Walker, D. (2011). Authentic leadership for 21st century project delivery. International Journal of Project Management, 29(4), 383-395. https://doi.org/10.1016/j.ijproman.2011.02.004
Locke, E. A., Kirkpatrick, S., Wheeler, J. K., Schneider, J., Niles, K., Goldstein, H., ... & Chah, D. O. (1991). †œThe Essence of Leadership, The Four Keys to Leading Successfullyâ€.
Lord, R. G., & Hanges, P. J. (1987). A control system model of organizational motivation: Theoretical development and applied implications. Behavioral Science, 32(3), 161-178. https://doi.org/10.1002/bs.3830320302
Luria, G. (2008). Climate strength–How leaders form consensus. The Leadership Quarterly, 19(1), 42-53. https://doi.org/10.1016/j.leaqua.2007.12.004
Maina, G. N. (2015). An investigation into the impact of failure in the planning phase of mega infrastructure projects (case study: road safety on Thika superhighway) (Doctoral dissertation).
Mann, R. D. (1959). A review of the relationships between personality and performance in small groups. Psychological bulletin, 56(4), 241. https://doi.org/10.1037/h0044587
Marks, M. A., Zaccaro, S. J., & Mathieu, J. E. (2000). Performance implications of leader briefings and team-interaction training for team adaptation to novel environments. Journal of applied psychology, 85(6), 971. https://doi.org/10.1037/0021-9010.85.6.971
Mary, F. N. (2018). The effect of project management leadership on performance of compassion international projects in Kitui County, Kenya. Unpublished Thesis. Kenyatta University.
Mockler, N. (2022). Teacher professional learning under audit: Reconfiguring practice in an age of standards. Professional Development in Education, 48(1), 166-180. https://doi.org/10.1080/19415257.2020.1720779
Momani, N. M. (2010). Business continuity planning: Are we prepared for future disasters. American Journal of Economics and Business Administration, 2(3), 272. https://doi.org/10.3844/ajebasp.2010.272.279
Montealegre Lynet, E. (2015). Componentes básicos de la política de priorización.
Mrisha, G. M. (2018). Effect Of Learning Organization On Performance of Logistics Firms In Mombasa County (Doctoral Dissertation). https://doi.org/10.11648/j.jhrm.20170502.11
Müller, R., & Turner, J. R. (2007). Matching the project manager’s leadership style to project type. International journal of project management, 25(1), 21-32. https://doi.org/10.1016/j.ijproman.2006.04.003
Ngiri, E. G. (2012). Factors influencing performance of rural development community-based projects in Murang'a South District, Murang'a County (Doctoral dissertation, Kenyatta University).
Norrie, J., & Walker, D. H. (2004). A balanced scorecard approach to project management leadership. Project management journal, 35(4), 47-56. https://doi.org/10.1177/875697280403500406
Nyandika, O. F., & Ngugi, K. (2014). Influence of stakeholders' participation on performance of road projects at Kenya National Highways Authority. European Journal of Business Management, 1(11), 384-404.
Piyush, M., Dangayach, G. S., & Mittal, M. L. (2011). A study of critical project success parameters in different organizational conditions. Advances in Management.
Ramanathan, R., Duan, Y., Cao, G., & Philpott, E. (2012). Diffusion and impact of business analytics: A conceptual framework. World Academy of Science, Engineering and Technology, 6(9), 208-213.
Republic of Kenya (ROk) Report 2015
Schmid, B., & Adams, J. (2008). Motivation in project management: The project manager's perspective. Project Management Journal, 39(2), 60-71. https://doi.org/10.1002/pmj.20042
Shore, C., & Wright, S. (2015). Governing by numbers: audit culture, rankings and the new world order. Social Anthropology/Anthropologie Sociale, 23(1), 22-28. https://doi.org/10.1111/1469-8676.12098
Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. The Journal of psychology, 25(1), 35-71. https://doi.org/10.1080/00223980.1948.9917362
Tannenbaum, R., & Schmidt, W. H. (2009). How to choose a leadership pattern. Harvard Business Review Press.
Thamhain, H. J. (2004). Linkages of project environment to performance: lessons for team leadership. International Journal of project management, 22(7), 533-544. https://doi.org/10.1016/j.ijproman.2004.04.005
Tuner, A. (2010). The influence of empowerment and engagement on affective commitment and turnover intentions in community health services workers. Leadership in health services, 24(3). https://doi.org/10.1108/17511871111151126
Wegge, J., Shemla, M., & Haslam, S. A. (2014). Leader behavior as a determinant of health at work: Specification and evidence of five key pathways. German Journal of Human Resource Management, 28(1-2), 6-23. https://doi.org/10.1177/239700221402800102
Zenger, J., & Folkman, J. (2012). Are you sure you’re not a bad boss. Harvard Business Review.
Zmud, R. W., & Boynton, A. C. (1991). Survey measures and instruments in MIS: Inventory and appraisal. The information systems research challenge: Survey research methods, 3, 149-180.
Published
2022-09-27
How to Cite
Muchiri Kimani, A., & Mose, T. (2022). Project Management Leadership and Successful Completion of Road Construction Projects in Kenya National Highways Authority. Journal of Entrepreneurship & Project Management, 6(4), 93–118. https://doi.org/10.53819/81018102t6031
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