Influence of Leadership Style on Performance of Construction Projects: a Case of Housing Projects in Westlands Sub-county, Nairobi Kenya.
Abstract
The purpose of the study was to determine the influence of leadership styles on
performance of housing construction projects. To achieve this objective, relationship
between components of leadership style, team commitment and organization culture to
components of project performance were analyzed. This study focused on ongoing housing
construction projects in Westlands sub-county in Nairobi county. Research objectives
were: to assess the influence of transactional leadership styles on the performance of
housing construction housing projects, to assess the influence of transactional leadership
style on performance of housing construction projects, to establish the intervening
influence of team commitment on performance of housing construction projects and to
establish the moderating influence of organizational culture on performance of housing
construction projects. The study respondents comprised construction project managers and
employees in ongoing construction projects in Westlands Sub-county. The study used a
descriptive survey design targeting a population of 78 ongoing construction projects within
the study area. Questionnaire were administered to one project manager and one project
team member from each project selected from the sampled 65 projects identified using
stratified random technique. Questionnaires had both open and closed ended questions.
Data for projects performance collected from project records. A pilot test was done and a
reliability test score was 0.83. Data collected was checked for completeness. Data analysis
was performed using SPSS version 23. The study used simple descriptive statistics. The
results were presem in frequencies distribution tables and percentages. The findings of the
study concluded transformational leadership style to have the most influence on
performance of construction projects with aggregate mean of 3.73. Team commitment was
second with an aggregate mean of 3.32. Organizational culture was third with an aggregate
mean of 3.21. Transactional leadership style had the least influence with an aggregate mean
of 3.19. In conclusion, the study found that team commitment and organizational culture
play an important intervening and moderating role respectively to leadership style to
influence performance of constructions projects. The study also found that although
generally transformational leadership style to be the best, individual aspects of
transactional leadership style had a higher rating and therefore necessary upon manager to
adopt the methods to ensure desirable project performance. The study recommended that
managers adopt transformation leadership style to ensure effective performance of
projects. The study also recommends that the significant elements of transnational
leadership style comprising use of contingent rewards, application of management by
exception active be adopted in construction projects. Project leaders should motivate their
staff to show continuance commitment to the project. The study suggested further studies
to be done using client and stake holder satisfaction aspects of project performance.
Publisher
University of Nairobi
Rights
Attribution-NonCommercial-NoDerivs 3.0 United StatesUsage Rights
http://creativecommons.org/licenses/by-nc-nd/3.0/us/Collections
- Faculty of Education (FEd) [5964]
The following license files are associated with this item: