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.