INFLUENCEOF LEADERSHIP STYLES ON DONOR FUNDED PROJECTS PERFORMANCE. A CASE OF MERU COUNTY, KENYA
Abstract
In today’s world Leaders help to direct, guide and help their followers (employees) towards achieving their personal and organizational goals and objectives for the organizational and personal benefits. Key priority of the donor agencies is to improve the living standards among the people in line with the Millennium Development Goals (MGDs). This study examined the influence of leadership style on donor funded projects performance in Meru County, Kenya. Data was analyzed using descriptive statistics and Statistical Package for Social Sciences (SPSS) version 23 aided in generation of results. The inferential statistics included a regression model which established the relationship between variables. From the findings, it was concluded that transactional leadership influences donor funded project performance. Many of the respondents thought there should be more strategic leadership support on the issue of factors influencing leadership styles on donor funded projects performance in the County. The study recommended that for an effective donor funded projects there should be Training on importance of donor funded projects performance to be continuous as while as there should be incentive to those who practice leadership styles to encourage donor funded projects performance. For further research, the researcher dealt with only the above factor that practice leadership styles to encourage donor funded projects performance in Meru County. There need to be more areas to be looked and relooked in Meru County and Kenya as a whole. There is need to use other methods of study to see whether the same results can be realized and last not the least this research was concentrated in Meru County, there is need to have a wider research on the topic covering a wider area to compare the findings.
Key words: Leadership Styles, Transactional Leadership, Donor Funded, Projects Performance
Full Text:
PDFReferences
Achoch, E. O., Gakure, R. W., & : Waititu, G. (2014). Influence of Leadership styles on public service reform initiatives in Kenya. Prime Journal of BusinessAdministration and Management.
Ackel, L. A., Kidombo, H. J., & Gakuu, C. M. (2012). The Human Resource Factor in Successful Implementation of World Bank Funded Projects in Kenya. DBA AfricaManagement Review, 2 (2) 14 -30.
Bass, B. M. (1990). From Transactional to Transformational Leadership: Learning to Share the Vision. Organizational Dynamics, 19-31.
Bass, B., & Avolio, B. (1994). Improving organizational effectiveness throughtransformational leadership. CA: Sage publications.
Bass, B., & Avolio, B. (1997). The full range of leadership development. NY: Centre for leadership studies.
Clarke, A. (1999). A practical use of key success factors to improve the effectiveness of project management. International Journal of Project Management, 17(3), 139-145.
Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology.
Datche, A. E., & Mukulu, E. (2015). The effects of transformational leadership on employee engagement: A survey of civil service in Kenya. Issues in BusinessManagement and Economics, 3 (1) 9 - 16.
Deal, T., & Kennedy, A. (2000). Corporate Cultures. Perseus Publishing.
Dermer, J. D., & Lucas, R. (1986). The illusion of managerial control. Accounting,Organizations and Society., 11(6), 471 - 482.
Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of applied psychology, 86(1), 42.
Gallagher, E. C., Mazur, A. K., &Ashkanasy, N. M. (2015). Rallying the Troops or Beating the Horses? How Project-Related Demands Can Lead to Either High-Performance or Abusive Supervision.Project Management Journal.
Gichunge, H. (2000). Risk management in the building industry in Kenya: An analysis. Unpublished PhD Project. University of Nairobi.
Handy, C. B. (1982). Understanding Organizations. London: Penguin.
Higgs, M. (2003). Developments in leadership thinking. . Organisational Development andLeadership Journal , 24, 273-284.
House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative ScienceQuarterly, 321-338.
Hoy, W. K., & Miskel, C. G. (1992). Educational Administration: Theory, Research and Practice. New York: Random House.
Igo, T., & Skitmore, M. (2006). Diagnosing the organizational culture of an Australian engineering consultancy using the competing values framework. ConstructionInnovation, (2), 121-139.
Kariuki, J. (2015). Project manager leadership style, teamwork, Project characteristics and performance of Water projects in Kenya. . Nairobi: Doctoral Thesis University of Nairobi.
Keegan, A. E., & Den Hartog, D. N. (2004). Transformational leadership in a project-based environment: A comparative study of the leadership styles of project managers and line managers. International Journal of Project Management, 22(8), 609-618.
Lee-Kelley, L., Leong, K., & Loong, .. (2003). Turner’s five functions of project-based management and situational leadership in IT services projects. InternationalJournal of Project Management, 21(8), 583-591.
Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leadermember exchange: An empirical assessment through scale development. Journal of Management,, 24, 43– 72.
Mäkilouko, M. (2004). Coping with multi-cultural projects: The leadership style of Finnish project managers. International Journal of Project Management, 22(5), 387-396.
Manogran, P., & Conlon, E. J. (1993). A leader-member exchange approach to explaining organizational citizenship behavior. In annual meeting of the Academy ofManagement. Atlanta.
Ndethiu, E. K. (2014). The Effects of Leadership Styles on Employee Engagement in an International Bank with Substantial Operations in Kenya. Unpublished MBAThesis. Kenya: USIU.
Ndung'u, R. W. (2014). Factors Influencing the Completion Time of Water Projects in Water Service Boards in Kenya: A case of Athi Water Services Board, Kiambu County. Masters in Project Planning and Management Research Project. Nairobi: UoN.
Ng’ethe, J. M., Namusonge, G., & Iravo, M. (2012). Influence of Leadership Style on Academic Staff Retention in Public Universities in Kenya. International Journal ofBusiness and Social Science.
OECD. (2008). Improving School Leadership. Organization for Economic Cooperation &Development. Geneva: Volume 1: Policy and Practice.: Directorate for Educationand Training Policy Division, OECD.
Partington, D. A. (2003). Managing and Leading. In J. R Turner (Ed.) People in projectmanagement. Aldershot, UK: Gower.
Pretorius, S., Steyn, H., & Jordaan, J. (2012). Project management maturity and project management success in the engineering and construction industries in southern africa. South African Journal of Industrial Engineering, Vol 23 (3): pp 1-12.
Radolph, W. A., & Posner, B. Z. (1994). Effective Project Planning and Management.
Sandelin,M.(2008). Operationof management control practices as a package. Management Accounting Research, 19(4) 324-343.
Tabassi, A. A., & Babar, S. (2010). Towards assessing the leadership style and quality of. Journal of Technology Management in China,, 5 (3), 245-258.
Tabassi, A. A., & Babar, S. (2010). Towards assessing the leadership style and quality of transformational leadership. The case of construction firms of Iran. Journal ofTechnology Management in China., 5 (3), 245-258.
Way, S. A. (2002). High performance work systems and intermediate indicators of firm performance within the U.S. small business sector. Journal of Management.
Wekesa, S., Namusonge, G., & Iravo, M. (2013). Role of servant leadership on organizational commitment: An exploratory survey of state corporations in Kenya. International journal of humanities and social sciences, 3(3).
Yamane, T. (1967). Elementary Sampling Theory. . Eaglewood Cliffs: Prentice-Hall.
DOI: http://dx.doi.org/10.61426/sjbcm.v5i4.981
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.