AN ASSESSMENT OF PROJECT MANAGER’S LEADERSHIP SKILLS ON PERFORMANCE OF NGOS PROJECTS IN MARSABIT COUNTY, KENYA

Abstract

Project managers assume a crucial role in shaping the design, development, and execution of projects. To excel in this capacity, project managers need to equip themselves with a comprehensive skill set, allowing them to effectively manage various stakeholders and guarantee project triumph. The present study sought to explore the influence of leadership skills possessed by project managers on the performance of projects within Marsabit County, Kenya, particularly within the context of NGOs. To accomplish this objective, Contingency theory provided the theoretical framework for the study. The research design encompasses both descriptive and explanatory elements, with stratified sampling serving as the methodology for selecting the projects under scrutiny. In this endeavor, a sample size comprising 160 respondents has been chosen. Structured questionnaires were disseminated to respondents to facilitate data collection, and the Statistical Package for Social Sciences (SPSS) was employed to analyze the gathered data. The analysis involved employing statistical measures such as standard deviation, frequencies, mean, and percentages to elucidate the interrelationships between various study variables. Further, Pearson correlation and multiple regression analyses were carried out to unveil the intricate associations among these variables. The study revealed that while project leadership exhibited a positive correlation with project performance, this relationship did not reach statistical significance. The study recommends implementing robust project leadership skills like communication, engaging stakeholders throughout the project lifecycle, and adopting strategic problem-solving techniques and tools to address project challenges effectively.

Keywords: Leadership, Contingency Theory, skills, performance, project.