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    Leadership Styles and Performance of Road Projects under Kenya Rural Roads Authority In Kenya
    (EPRA International Journal of Multidisciplinary Research (IJMR), 2024-05) Mrongo, Leonard Ouma; Kihara, Peter; Cherono, Vivian; Thiankolu, Eunice Gacheri
    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.
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    Leadership Styles and Performance of Road Projects Under Kenya Rural Roads Authority In Kenya
    (EPRA International Journal of Multidisciplinary Research (IJMR), 2024-05) Mrongo, Leonard Ouma; Kihara, Peter; Cherono, Vivian; Thiankolu, Eunice Gacheri
    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
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    Moderating Effect of Corporate Governance On The Relationship Between Strategy Implementation and The Performance of Road Projects by Kenya Rural Roads Authority
    (African Journal of Social Issues, 2024) Mrongo, Leonard Ouma; Kihara, Peter; Cherono, Vivian; Thiankolu, EUNICE Gacheri
    The purpose of the study is to establish whether corporate governance moderates the relationship between strategy implementation and the performance of road projects by Kenya Rural Roads Authority. The study employs a multi-theoretical approach, integrating Resource-Based Theory, Agency Theory, Contingency Theory of Leadership, Legitimacy Theory, Theory of Constraints, Enterprise Risk Management, Technology Acceptance Model, and Communication Theory. The study utilized a mixed-methods approach, with pragmatism as the chosen research philosophy. The study focused on 140 Development Road Projects by KeRRA. The sample comprised 208 individuals, including 104 Strategy Implementation Officers (SIOs) and 104 Contractors’ Chief Executive Officers (CEOs). This was determined using the Solvin 1974 formula due to authority duality. The Director General of KeRRA and the Secretary to the Board of Directors were also part of the target population. The research employed a mixed-methods approach, utilizing a sequential explanatory design to investigate the relationship between governance practices, technology adoption, resource availability, communication, and road project outcomes at the Kenya Rural Roads Authority (KeRRA). Data collection involved questionnaires and interviews with strategy implementation officials and the Director General, utilizing cluster, stratified, and deliberate sampling for both qualitative and quantitative data. Statistical analyses, including Pearson correlation and regression analysis were performed on SPSS Version 27. The study revealed that corporate governance practices have a statistically significant moderating effect on the influence of strategy implementation on the performance of road projects by Kenya Rural Roads Authority.