| dc.description.abstract | Road infrastructure drives global economic growth by facilitating the movement of goods, services, and people, enhancing trade and
regional integration; recent improvements in developing countries have reduced cost overruns, highlighting the importance of effective
strategy implementation, stakeholder engagement, and sustainability considerations for project success. The aim of the study was to
establish whether leadership styles influence the performance of road projects by Kenya Rural Roads Authority. The study sought to
establish whether leadership styles influence the performance of road projects by Kenya Rural Roads Authority. The study employs
multiple theories, including Resource-Based Theory, Agency Theory, and others, within a mixed-methods approach guided by
pragmatism. Focused on 140 Development Road Projects by KeRRA, it includes 104 Strategy Implementation Officers, Contractors’
CEOs, and KeRRA officials. Data, gathered through questionnaires and interviews, underwent statistical analysis revealing a
significant positive correlation (r = 0.508, p < 0.05) between leadership styles and project performance, using SPSS Version 27. The
study suggests that project managers at the Kenya Rural Roads Authority demonstrate positive leadership qualities, such as
agreeableness and visionary leadership, which are linked to timely completion of road construction projects, although challenges like
resistance to change and laissez-faire leadership tendencies may impede project success. Recommendations include reinforcing and
promoting positive leadership qualities among project managers at the Kenya Rural Roads Authority, focusing on aspects such as
agreeableness, visionary leadership, and developmental leadership, while addressing challenges related to laissez-faire and resistance to
change through training and support initiatives, and emphasizing the importance of directive leadership to improve project outcomes
and ensure successful completion of road construction projects. | en_US |
