2.1 Background Information
2.1.1 Questionnaire Response Rate
From the surveys conducted, the researcher was able to receive a total of 96 responses where the questionnaires were successfully filled and returned. In this case, the study managed to achieve a 76% response rate. The implication of these outcomes is that the study was a great success, given that Keller (2014) opines that a survey response rate of between 30%-40% is acceptable in making inferences. Further, Keller (2014) states that web surveys are likely to yield lower response rate approximately 11% less paper surveys, while surveys within an organisation (internal surveys) are likely to have higher rates at approximately 60% compared to external surveys which are approximately 40%. In this case, the current study’s rate of 76% is acceptable, indicating that outcomes to be reported can be a basis for inference making with regard to research objectives and target population respectively.
2.1.2 Reliability Test
Based on the proposed test for reliability, the researcher carried out a pre-test on five respondents whose answers are not involved in the final analysis. The feedback obtained from the pilot test was subjected to Cronbach Alpha ratio analysis and the results are given in table 4.1 below.
Table 4.1: Reliability Test
Variable
|
Number of Items
|
Cronbach Alpha
|
Leadership Components
Leadership Management Functions
Project Performance
|
50
30
25
|
0.71
0.73
0.74
|
Source: (Author, 2020)
All the ratios for the three variables in table 4.1 were above 0.7 as recommended by Ritter (2010). In this case, 0.71 for leadership components, 0.73 for leadership management functions, and 0.74 for project performance implies that all the items in the questionnaire were valid and yielding consistent results. However, the researcher notes that the more the number of items under each category, the higher the response rate, a fact that should further be explored to establish the reasons why. But in overall, an average of 0.727 is obtained which is above the minimum threshold.
2.1.3 Respondents’ Age
On the background information, the researcher wanted to establish if the outcomes of the study can be linked to the age of the respondents or not and the feedback obtained is analysed and presented in table 4.2 below.
Table 4.2: Respondents’ Age
Age Bracket
|
Frequency
|
Percentage (%)
|
Cumulative Percentage (%)
|
Below 20 Years
21-30 Years
31-40 Years
41-50 Years
Above 50 Years
Total
|
1
5
49
11
10
76
|
1.32
6.58
64.47
14.47
13.16
100.00
|
1.32
7.90
72.37
86.84
100.00
|
Source: (Author, 2020)
As presented on table 4.2 above, majority of the respondents were in the age bracket of 31 to 40 years representing 64.47%, followed by those between 41 to 50 years at 14.47% and finally above 50 years who were represented by 13.16% respectively. Below 30 years were very few with a total of 7.90%. Therefore, results indicate that those who are in managerial positions for project management are above 31 years, an implication that the outcomes to be achieved will be linked to the age of respondents who are managers.
2.1.4 Respondents’ Gender
Additionally, it was important to find out if gender of respondents is a factor that results will be inclined to, and the feedback obtained on bio-data of respondents is provided in figure 4.1 below in which respondents were required to select between male or female.
According to the feedback obtained as shown in figure 4.1 above, majority of the respondents were male at 55.26% while the female were 44.74%. However, this outcome reveals that the difference is minimal, an implication that results cannot be generalized to a given gender as both male and female population is represented fairly in the study.
2.1.5 Academic Qualifications
Another important bio-data that the researcher wanted to examine is the highest level of academic qualifications attained by the respondents, so as to inform the analysis and interpretation of the subsequent results. Feedback obtained is presented in figure 4.2 below.
Results provided on figure 4.2 shows that majority of the respondents had attained a master’s degree at 60.53% followed by undergraduate qualification at 34.21% and finally doctorate levels were only 5.26%. In this case, these results can be inclined to individuals having attained master degree and undergraduate as they are the majority on the managerial positions as far as project management is concerned as opposed to doctorate degree as these were only 4, hence negligible.
2.1.6 Work Experience
It was also important to find out the duration the managers had worded in their companies, so as to find out the relationship between experience and perception with regard to project leadership. The outcomes obtained are analysed and presented in table 4.3 below.
Table 4.3: Work Experience
Duration in the Institution
|
Frequency
|
Percentage (%)
|
Cumulative Percentage (%)
|
Below 1 Year
1-2 Years
3-5 Years
6-8 Years
9-10 Years
Above 10 Years
Total
|
0
6
30
20
15
5
76
|
0.00
7.89
39.47
26.32
19.74
6.58
100.00
|
0.00
7.89
47.36
73.68
93.42
100.00
|
Source: (Author, 2020)
The obtained results as reported on table 4.3 demonstrate that most of the project managers surveyed had worked for the period of between 3 to 5 years followed by those in the period of 6 to 8 years and 9 to 10 years at 39.47%, 26.32% and 19.74% respectively. This represents a cumulative percentage of 85.53% which implies that most managers had been in their respective organisations for a period of between 3 to 10 years, which is a good level of experience to give views concerning leadership approaches and employee motivation as well as project performance.
2.2 Leadership Components
The first variable in this study was leadership components, with an aim of establishing whether project performance is by any chance influenced by leadership. The specific areas of focus and the results thereon are analysed and presented in the sub-sections that follow.
2.2.1 Leadership Components and Project Performance
The first survey question was to find out the perceptions of respondents as to whether in overall leadership components impact project performance. The feedback given is analysed in figure 4.3 below.
Study findings support the fact that all respondents were in agreement that leadership components have a correlation with project performance at 100%. In this case, it is ascertained that every project leader is oblivious of the fact that different components of leadership have different impacts on overall performance of projects as well as employee performance. As such, the research sought to find out the specific components from the choices given and answers are presented below.
As presented on figure 4.4, respondents supported all the options given as being of great importance to project performance in terms of leadership components. Specifically, 100% of the sampled managers indicated that leadership skills, leadership experience, leadership quality and leadership style enhances project performance. In this regard, findings can be viewed to imply that in achieving greater results in project management, no leadership component can be ignored as they are significantly supported.
2.2.2 Work Commitment
The respondents’ were also asked if they thought they were committed to work as project managers. While needed to indicate yes or no, the drive of this interrogation was to measure the motivation of leaders in a project context or in an organisation since they are also employees. The feedback provided is analysed and presented in the figure below.
Interestingly, results on figure 4.5 above indicate that all the managers at 100% were committed to their work, a fact that can loosely be interpreted to imply that they were all motivated. This result can be interpreted to mean that it is only when managers are motivated that they can motivate their followers.
2.2.3 Leadership Performance
Given that the managers cited that they are individually committed as leaders, the researcher further wanted to explore the extent to which they were satisfied with their performance and leadership levels. The outcomes are presented on a Likert Scale of 5 Points on which 1 is extremely poor, 2 is poor, 3 is average, 4 is good, and 5 is extremely good.
Table 4.4: Leadership Performance
5 Point Likert Scale
|
Frequency
|
Percentage (%)
|
Cumulative Percentage (%)
|
1 = Extremely Poor
2 = Poor
3 = Average
4 = Good
5 = Very Good
Total
|
0
0
10
26
40
76
|
0.00
0.00
13.16
34.21
52.63
100.00
|
0.00
0.00
13.16
47.37
100.00
|
Source: (Author, 2020)
Results on the Likert Scale presented in table 4.4 shows that there are no respondents who rated their leadership performance as being very poor or even poor. However, a total of 10 respondents representing 13.16% indicated that their performance was average, while 34.21% said they had a good performance, as majority represented by 52.63% indicated that they had a very good performance as leaders. Nevertheless, the researcher opines that since this was self-evaluation, it is possible to receive biased responses, which can only be confirmed or be disputed if a control survey was undertaken from employees in the same organisations, to ascertain the assertions by their managers in terms of their effective leadership. But in overall, a synthesis of these results shows a similar trend on motivation, linking satisfaction and motivation of managers.
2.2.4 Leadership Skills
Having established that the project managers support that they are using leadership skills well, it was important to analyse data on the leadership skills they use. This is primarily important as it will help the researcher to critically analyse if indeed the type of leadership adopted is ideal in fostering project performance through employee motivation, and the results obtained are provided in table 4.5 below.
Table 4.5: Leadership Skills
Leadership Skills
|
Frequency
|
Percentage (%)
|
Cumulative Percentage (%)
|
Listening Skills
Communication Skills
Planning Skills
Employee Engagement
Total
|
10
9
41
16
76
|
13.16
11.84
53.95
21.05
100.00
|
13.16
25.00
78.59
100.00
|
Source: (Author, 2020)
As presented on table 4.5, most of the surveyed managers reported that they use planning skills to a larger extent supported by 53.95%, followed by employee engagement at 21.41%, then 13.16% for listening skills, and finally 11.84% for communication skills. In this regard, it is evident that planning is given much attention in project leadership, at the expense of other skills such as listening and communication. As a result, the study had sought to find out which among the four skills were considered important than the rest by the managers and the results obtained are given in figure 4.6 below.
From the obtained results as shown on figure 4.6, the outcomes agreed with those obtained for table 4.5, in which case majority supported planning skills as opposed to listening, communication and employee engagement. Fundamentally, these results are a clear indication that the leadership adopted lacks all the necessary skills to make it appropriate in steering forward project performance and employee motivation.
2.2.5 Effective Leadership
The respondents were required to demonstrate the extent to which they agreed with a statement which said, “Effective leadership has an impact on employee motivation, which in return improves their coordination and cooperation towards making a project to be successful”. Their answers were tabulated in a five point Likert scale as shown in table 4.6 below.
Table 4.6: Effective Leadership
5 Point Likert Scale
|
Frequency
|
Percentage (%)
|
Cumulative Percentage (%)
|
1 = Strongly Disagree
2 = Disagree
3 = Neutral
4 = Agree
5 = Strongly Agree
Total
|
0
0
0
0
76
76
|
0.00
0.00
0.00
0.00
100.00
100.00
|
0.00
0.00
0.00
0.00
100.00
|
Source: (Author, 2020)
As observed in table 4.6, the results demonstrated that all the managers who participated in the study appreciates the fact that indeed effective leadership has an impact on employee motivation leading to an influence on coordination and cooperation, elements that are extremely important in achieving project success and improved performance. Ideally, the meaning of this finding is that management functions are not adequately implemented by majority of managers.
2.2.6 Leadership Style
Apart from leadership skills, the study sought to examine the perceptions of managers on motivating employees by asking them to agree or disagree on the statement which said, “Project performance is dependent on employee motivation and this is also determined by the type of leadership styles employed”. The outcomes obtained are presented in figure 4.7 below.
According to the feedback obtained which is analysed on figure 4.7 above, it is evident that most of the managers believe that employee motivation is determined by leadership styles, and this determines the level of project performance obtained as 76.32% were in support of this view, while only 23.68% were for the contrary opinion. In this case, results can be synthesised to imply that as managers expect to be motivated at work, so they should expect their juniors to be motivated.
2.2.7 Ideal Leadership Styles
Another important aspect the study sought to find from the managers’ views is whether there are leadership styles which are more ideal to project management than others. The feedback obtained is analysed and outcomes summarised in figure 4.8 below.
The results obtained also confirm that indeed there are certain leadership styles which are more applicable to project management as opposed to others, supported by 67.11% while the remaining 32.89% refuted this claim. However, the study did not focus to establish from the managers the specific leadership styles which they considered more appropriate and ideal for project management. However, in the context of this study, results can be interpreted that different management environment demands different leadership styles, and managers should be not be oblivious of this fact.
2.3 Leadership Management Functions
The second variable for the study was to integrate management functions into leadership of projects in establishing whether they have a relationship and if they influence project performance. Results obtained are presented in the sub-sections that follow.
2.3.1 Project Management Functions
In establishing whether project leadership has an association with management functions, the managers were asked to give their views as to whether management theories are applicable in their roles and their feedback is summarised in figure 4.9 below.
Results obtained from this question as analysed on figure 4.9 above shows that all managers who were reached agreed to the fact that indeed project management leaders have functions which are the same as those for management theories, supported by 100% of the survey population. This can be interpreted to indicate that successful project managers must have leadership attributes and embrace management functions respectively.
2.3.2 Management Functions
In seeking to examine the survey results for above outcome, the respondents were asked to state which among the management functions they thought project leaders should exhibit in ensuring project success and performance goals are achieved. The response they gave has been analysed and presented in table 4.7 below.
Table 4.7: Management Functions
Management Functions
|
Frequency
|
Percentage (%)
|
Cumulative Percentage (%)
|
Influencing Function
Aligning Function
Motivating Function
Directing Function
None of the Above
|
76
76
76
76
0
|
100.00
100.00
100.00
100.00
0.00
|
100.00
100.00
100.00
100.00
0.00
|
Source: (Author, 2020)
From management theory, the four main functions of management include; influencing, aligning or staffing, motivating, and directing. The study focused on these functions in enhancing proper project management. Results obtained as given on table 4.7 show that managers unanimously agree that project leaders must exhibit all the functions as 100% supported each one of them. Ideally, this result supports the fact that there is an association between project leadership and management function, which should be embraced to complement the overall responsibility of project leaders. A clear and simple interpretation of this outcome is that no management function is superior to others, as they all complement each other.
2.3.3 Leadership Approaches
Apart from the management functions, the researcher sought to find out which leadership technique the managers thought was more productive in managing employees. Feedback has been analysed and presented in table 4.8 below.
Table 4.8: Leadership Approaches
Leadership Approaches
|
Frequency
|
Percentage (%)
|
Cumulative Percentage (%)
|
Those who plan for team members
Those who involve team members in planning
Those who constantly monitors team members
Those who are strict with project goals
Total
|
9
51
4
12
76
|
11.84
67.11
5.26
15.79
100.00
|
11.84
78.95
84.21
100.00
|
Source: (Author, 2020)
The outcomes that were achieved as presented in table 4.8 reveals that most of the managers think that leaders who involve employees in planning are likely to achieve higher performance results at 67.11% as opposed to those who plan for employees, those who just monitors, and those who are strict on goals supported by 11.84%, 5.26% and 15.79% respectively. These outcomes are a revelation of the qualities of certain leadership approaches that are desirable in project management which have the quality of stakeholder involvement and such styles include although they are not limited to; Laissez-faire, democratic, participative, transformational, and strategic styles among others. Further, the results refute use of styles such as autocratic or authoritative in which case employees or project team members are not given an opportunity to present their views at workplace. Hence, implying that there are some styles of leadership such as democratic, which is desirable by project teams than others.
2.3.4 Employees’ Motivation and Commitment
Further on leadership styles, the research sought to determine if this had an impact on employees’ motivation and commitment, which are fundamental aspects that determine employees’ performance as well as job satisfaction. Results obtained are given on figure 4.10 below.
According to the views of the managers who were surveyed, 100% of them supported the fact that leadership style in overall impacts employees’ motivation and commitment at workplace, while executing their mandates in project management. Ideally, this result is a demonstration that effective leadership style can enhance motivation among employees, and this will be translated towards positive and better project performance results. In essence, the implication of these findings is that employees are not only concerned about project performance metrics and goals, but also their personal goals and a balance must be established in order to make them motivated and committed.
2.3.5 Leadership Qualities
Apart from leadership skills, another important aspect which was investigated under this variable was the leadership quality. In this regard, the questionnaire needed respondents to indicate in a five point Likert scale the extent to which they agreed with a statement which said, “motivation of project team members is determined by the qualities of their leaders, who shape the perceptions, attitudes and beliefs that determine performance in an organisation”. The feedback they gave has been summarised and analysed in table 4.9 below.
Table 4.9: Leadership Qualities
5 Point Likert Scale
|
Frequency
|
Percentage (%)
|
Cumulative Percentage (%)
|
1 = Strongly Agree
2 = Agree
3 = Neutral
4 = Disagree
5 = Strongly Disagree
Total
|
40
26
10
0
0
76
|
52.63
34.21
13.16
0.00
0.00
100.00
|
52.63
86.84
100.00
|
Source: (Author, 2020)
Results on the Likert Scale given as table 4.9 above shows that a total of 86.84% agreed where 52.63% strongly agreed and another 34.21% agreed, with only 13.16% being neutral. There were no respondents who disagreed to the statement that qualities exhibited by project managers determine the levels of motivation among team members. Nonetheless, the study did not focus on the specific qualities which are desirable and those that are not considered to be appropriate.
2.3.6 Work Environment
Further, the questionnaire was to collect views of informants by demonstrating their agreement levels in supporting the statement that indicated, “Values and qualities exhibited by leaders in a project determine the type of environment that is created, which is either favorable or unfavorable, hence promoting project success and failure respectively”. The respondents were also needed to rank their answers in a scale of 5 points, and their feedback is analysed and presented in table 4.10 below.
Table 4.10: Work Environment
5 Point Likert Scale
|
Frequency
|
Percentage (%)
|
Cumulative Percentage (%)
|
1 = Strongly Agree
2 = Agree
3 = Neutral
4 = Disagree
5 = Strongly Disagree
Total
|
40
26
10
0
0
76
|
52.63
34.21
13.16
0.00
0.00
100.00
|
52.63
86.84
100.00
|
Source: (Author, 2020)
The results obtained as shown in table 4.10 are similar to those in table 4.9, in which case respondents agree that work environment is shaped by the qualities of leaders as perceived by project team. In this regard, the respondents unanimously agree that having better leadership qualities creates a favorable environment, and having bad qualities leads to an environment that is not favorable according to project team members’ perceptions. Moreover, it is possible to link from these findings that success of a project and performance of employees to a greater extent depend on the work environment in an organisation. Therefore, results are interpreted that in a situation where personal attributes of a leader are considered appropriate by team members, the impact is that employees feel contented and they get motivated to execute their duties which leads to project success.
2.4 Project Performance
The dependent variable in this study was project performance, in which the performance metrics were completion of projects within proposed timelines and budgets, which are of high quality that leads to customer satisfaction and meeting defined project goals. Results which were obtained in this variable are analysed and presented in the sub-sections that follow.
2.4.1 Project Performance Metrics
The respondents were asked to select performance metrics from the options given, that were used in their organisations to measure whether projects were successful or not. They were given the option of selecting multiple metrics in case they used more than one, and the obtained feedback is summarised in table 4.11 below.
Table 4.11: Project Performance Metrics
Project Performance Metrics
|
Frequency
|
Percentage (%)
|
Relevant Percentage (%)
|
Timely Completion
Completion within Budget
High Quality of Projects
Improved Customer Satisfaction
Meeting Defined Project Goals
|
76
76
76
76
76
|
100.00
100.00
100.00
100.00
100.00
|
100.00
100.00
100.00
100.00
100.00
|
Source: (Author, 2020)
As observed from table 4.11, all the surveyed managers demonstrated that they make use of all the metrics which the researcher proposed to them in undertaking project performance, as 100% supported checking of quality, project duration, and actual budget taken; all these against the planned goals towards meeting the specifications by clients towards enhancing customer satisfaction. Therefore, these results can be interpreted to mean that there is no single performance measurement metric which is important than others, as all the KPIs are of great significance in establishing whether projects have performed or not.
2.4.2 Project Performance Parameters
Apart from the performance indicators, the researcher sought to find out from the managers which of the parameters they thought were important in enhancing project performance, by grouping them into two broad factors, based on the independent variables, namely; nature of leadership components exhibited, and nature of management functions adopted. The results are analysed and presented in table 4.12 below.
Table 4.12: Project Performance Parameters
Project performance Parameters
|
Frequency
|
Percentage (%)
|
Relevant Percentage (%)
|
Nature of Leadership Components Exhibited
Nature of Management Functions Adopted
|
76
76
|
100.00
100.00
|
100.00
100.00
|
Source: (Author, 2020)
Results provided on table 4.12 have also demonstrated a unanimous agreement by all the project managers who were surveys that project performance is greatly impacted either positively or negatively by the nature of leadership components and management functions as 100% supported these factors. Ideally, this study finding can be construed to signal that performance of projects although can be measured based on different indicators; its success will largely depend on the specific leadership skills, qualities, styles and attitudes which make up the components. Further, it is also determined by management functions such as influencing, aligning, motivating, and directing as previously established.
2.4.3 Leadership Practice
While seeking to strengthen the results on performance parameters for projects, the respondents were required to indicate the level in which they agreed or disagreed to a statement which said, “Performance entails how leadership is practiced and applied, where most experienced leaders are often likely to inspire their followers to be motivated towards better goal attainment”. The feedback that was received has been analysed and presented on a five point scale is given in table 4.13 below.
Table 4.13: Leadership Practice
5 Point Likert Scale
|
Frequency
|
Percentage (%)
|
Cumulative Percentage (%)
|
1 = Strongly Agree
2 = Agree
3 = Neutral
4 = Disagree
5 = Strongly Disagree
Total
|
40
26
10
0
0
76
|
52.63
34.21
13.16
0.00
0.00
100.00
|
52.63
86.84
100.00
|
Source: (Author, 2020)
Results shown on table 4.13 are similar to those in table 4.10 on work environment, in which it is established that leadership practice and application determines performance of employees and projects in overall as 86.84% supported this claim. As a matter of fact, there are no managers who disputed the claim although 13.16% remained neutral. Nonetheless, the results can be deduced to imply that application of leadership has a strong correlation with project environment, since the study has already noted that where better leadership traits are exhibited, then a favorable environment that can foster good performance results can be created and vice versa. In this regard, an experienced lot of leaders will know what can motivate employees and what might discourage them from, and strive to provide the former while avoid the latter.
2.4.4 Employees’ Well-being
The study further needed the participants to indicate their level of agreement or disagreement to a statement that stated, “If employees’ well-being is not taken care of, then results will not be any better irrespective of the nature and type of project leadership that is employed”. The responses of the managers are analysed and recorded in a five point Likert Scale given as table 4.14 below.
Table 4.14: Employees’ Well-being
5 Point Likert Scale
|
Frequency
|
Percentage (%)
|
Cumulative Percentage (%)
|
1 = Strongly Agree
2 = Agree
3 = Neutral
4 = Disagree
5 = Strongly Disagree
Total
|
30
20
10
10
6
76
|
39.47
26.32
13.16
13.16
7.89
100.00
|
39.47
65.79
78.95
92.11
100.00
|
Source: (Author, 2020)
As shown in table 4.14, a total of 65.79% agreed to the fact that taking care of employees’ wellbeing is important towards the achievement of better goals in a project, provided that good project leadership and management is employed. In this case, the outcomes can be deduced to imply that employee motivation and wellbeing cannot be isolated from project management functions and leadership if good results are to be achieved. The three must be in place in order to make sure effective leadership and motivated project teams, and this works to promote improved coordination and team work that is important for success to be achieved.
2.4.5 Motivation, Language and Rewards
Further, the study sought to find out the extent to which respondents agree or disagree with a statement which said, “project leadership involves the nature in which leaders communicate to project teams, maintaining that choice of language and words that can have a potential impact on motivation and performance just like rewards and performance appraisal”. The feedback the managers gave has been analysed and presented on a five point scale given as table 4.15 below.
Table 4.15: Motivation, Language and Rewards
5 Point Likert Scale
|
Frequency
|
Percentage (%)
|
Cumulative Percentage (%)
|
1 = Strongly Agree
2 = Agree
3 = Neutral
4 = Disagree
5 = Strongly Disagree
Total
|
70
6
0
0
0
76
|
92.11
7.89
0.00
0.00
0.00
100.00
|
92.11
100.00
|
Source: (Author, 2020)
According to the obtained results presented as table 4.15, it is established that 92.11% of the respondents strongly supported the fact that communication, choice of language, rewards, and performance appraisal are significantly important in determining employee motivation which enhances performance, also being supported by another segment of 7.89% of the respondents. This result can be interpreted to imply that employee motivation and project performance are not only determined by leadership qualities and other components of leadership, but also an extended way of relaying information to employees as well as other motivational factors. Therefore, project leaders must go beyond leadership functions and embrace an inclusive management style of embracing project teams.
2.4.6 Project Success Levels
Finally, the study sought to link the leadership and management approaches and results obtained to the level of success that have been achieved in the respondents’ organisations and projects within a period of the last one year from the time of survey. The respondents were required to rank in a scale of 1 to 10, where 1 represents the least while 10 the highest level. From the obtained data, an average of 6.7 was obtained, which is an indication of 67% level of success, implying that 33% of the projects have failed within the last one year. Ideally, this outcome can be interpreted to indicate that although surveyed managers appreciate the role leadership components and management functions do in ensuring successful implementation of projects, some of the weaknesses observed in the study such as not embracing effective communication, proper listening skills and employee engagement accounts for the success levels that have not been achieved. Although the researcher did not specifically seek to examine how the performance levels were assumed, 67% shows above average but not very satisfactory if all performance metrics were to be taken into consideration.
2.5 Inferential Statistics
In order to establish the relationships among variables, the researcher decided to perform the inferential statistics whose results are presented in the subsections below. Such analyses are important in determining the connection among variables in the study through regression analysis models. This makes it possible to generalize the outcomes from the sample population to a larger population of project managers.
2.5.1 Leadership and Project Performance
In establishing the extent to which leadership components are associated with project performance, the regression models below are used to interpret the results.
Table 4.16: Model Summary
Model
|
R
|
R square
|
Adjusted R Square
|
Std. Error of the Estimate
|
1
|
.736
|
.695
|
.659
|
.23365
|
(Predictors: skills, experience, quality and style)
Source: (Author, 2020)
R square in this model which is the coefficient of determination is 0.695, an indication that 69.5% of change on project performance can be explained by leadership components discussed in this study which are; skills, experience, quality, and style. This can be inferred to mean that there are other factors of leadership that can explain the remaining 34.1% of project performance.
Table 4.17: ANOVA
Model
|
Sum of Squares
|
df
|
Mean Squares
|
F
|
Sig.
|
Regression
Residual
Total
|
12.953
8.507
21.460
|
4
46
50
|
3.265
1.011
|
59.907
|
.000
|
Dependent Variable: Project Performance (Predictors: skills, experience, quality and style)
Source: (Author, 2020)
The ANOVA table 4.17 gives a calculated F value of 59.907 against F critical of (4, 46). Therefore results are interpreted to mean that since the calculated F value is more than the F critical, then the model of regression is noteworthy.
Table 4.18: Coefficients
Model
|
Unstandardized Coefficients
|
Standardized Coefficient
|
B
|
Std. Error
|
Beta
|
t
|
Sig.
|
(Constant)
Leadership Skills
Leadership Experience
Leadership Quality
Leadership Style
|
.769
.423
.423
.423
.423
|
.101
.037
.037
.037
.037
|
.022
.022
.022
0.22
|
.327
.327
.327
.327
|
0.00
.002
.002
.002
.002
|
Dependent Variable: Project performance
Source: (Author, 2020)
Results show that leadership components (skills, experience, quality and style) all received same significance level of 0.002 which is low that the p-value of 0.05 at 95% confidence level, implying that they are all significance. The results are based on the fact that all components were supported 100% by the respondents.
2.5.2 Leadership Management Functions and Project Performance
This was to help in ascertain the extent to which management functions are associates with project performance.
Table 4.19: Model Summary
Model
|
R
|
R square
|
Adjusted R Square
|
Std. Error of the Estimate
|
2
|
.649
|
.523
|
.501
|
.21421
|
(Predictors: Influencing, Aligning, Motivating and Directing)
Source: (Author, 2020)
Results on the model summary table 4.19 shows that the R squared is 0.523 which implies that the discussed management functions account for 52.3%, hence there could be other aspects of leadership management functions that account for the remaining 47.7%.
Table 4.20: ANOVA
Model
|
Sum of Squares
|
df
|
Mean Squares
|
F
|
Sig.
|
Regression
Residual
Total
|
9.101
6.259
15.360
|
4
26
30
|
2.984
2.621
|
37.856
|
.000
|
Dependent Variable: Project Performance (Predictors: Influencing, Aligning, Motivating and Directing)
Source: (Author, 2020)
The ANOVA table 4.20 gives a calculated F value of 37.856 against F critical of (4, 26). Therefore results are interpreted to mean that since the calculated F value is more than the F critical, then the model of regression is noteworthy.
Table 4.21: Coefficients
Model
|
Unstandardized Coefficients
|
Standardized Coefficient
|
B
|
Std. Error
|
Beta
|
t
|
Sig.
|
(Constant)
Influencing Function
Aligning Function
Motivating Function
Directing Function
|
.769
.369
.369
.369
.369
|
.101
.033
.033
.033
.033
|
.017
.017
.017
0.17
|
.201
.201
.201
.201
|
0.00
.004
.004
.004
.004
|
Dependent Variable: Project Performance
Source: (Author, 2020)
Results show that leadership management functions (influencing, aligning, motivating and directing) all received same significance level of 0.004 which is low that the p-value of 0.05 at 95% confidence level, implying that they are all significance. The results are based on the fact that all components were supported 100% by the respondents according to the descriptive statistics.
2.6 Discussion of Results
In comparing and contrasting the study’s outcome with the reviewed literature, it is pointed out that most of the findings have supported many of the studies that were reviewed. For instance, whether employee motivation can be influenced by leadership, the current study has established that indeed employees are motivated when they perceive the project leaders to be having effective leadership as opined by Rahbi et al. (2017). Moreover, Rahbi et al. (2017) emphasized that in such situations, coordination and cooperation is increased which leads to project success. Moreover, a study by Naile and Selesho (2014) established that project performance depends on employee motivation levels, a fact that is upheld by the current study. In addition, the current study has found out that employee motivation to a larger extent depends on among other things, leadership styles. This finding supports Naile and Selesho (2014) in their view that leadership styles determines the level of employee motivation, in addition to their view that different leadership styles are likely to produce different levels of employee motivation. Moreover, Naile and Selesho (2014) links leadership styles to how employees are directed, motivated, influenced, and aligned. These are also upheld in the current study.
While focusing on which styles of leadership that are most preferred by employees, the current study noted that those managers who plan by involving employees tend to be motivating their project teams, a fact that is also opined in the literature by Alghazo and Meshal (2016). However, the current study does not specify that transformational leadership is the most ideal type in project management just as it is opined by Alghazo and Meshal (2016). This observation is shared by Li et al. (2019) who also opine that project management is best done through transformational leadership. Particularly, Li et al. (2019) maintains that transformational leadership integrates different stakeholders’ interests, making employees to feel appreciated. This implies that the current study’s findings that when employees are appreciated they feel motivated, it is simply an agreement with Li et al. (2019) literature.
Further, this study’s findings have established that leadership components are important in shaping the overall project performance, as opined by Sougoi (2016) who asserts that project success depends on leadership styles, skills, experience and quality. Moreover, the regression results shows that all these components are positively significant in enhancing project performance, views equally shared by Kovach (2018) who maintained that there is no single leadership approach that can be said to be important, but having a mix of all components will yield better results. According to Awino (2015), it is not possible to separate leadership skills and styles in project management as they complement each other, and this is evident in the current study’s observations. Moreover, Sudi and Sefer (2015) also put emphasis that qualities of leaders determines the perceptions of employees and their beliefs in terms of their work, a fact that is evident in the current outcomes. Further, in agreement with these observations, current study supports Ochola (2018) by indicating that the leaders’ values and qualities shape an organisation’s culture. The same views are opined by Khajeh (2018) as far as leadership and organisational culture is concerned towards shaping performance.
The current study has also noted that it is not only the type of leadership that is important, but also how it is applied and practiced. This was the observation of Hao and Rashid (2015), who further stated that most experienced leaders are likely to influence their team members to be motivated. However, the current study contradicts with Hao and Rashid (2015) by opposing the concept that irrespective of leadership style, if managers put focus on efficiency only they can still achieve better performance results. Additionally, the current study refutes claims by Samad et al. (2015) who had stated that the most important thing for better performance is employee well-being as opposed to leadership. Instead, the current study has established that both employee well-being and leadership approaches are important to promote project performance. The study is also supported by literature reviews in which it is asserted that if project teams are involved in decision making, then they are likely to be more creative (Tetteh & Brenyah, 2016; Lei et al., 2019).
Shaban et al. (2017) also stated that project leadership shapes organisational culture as opined in the current study, leading to the overall observation by Mohammed and Wang (2015) who indicated that there is a relationship between leadership and organisational culture. Moreover, the study has shown that leadership is dependent on how employees are treated. Similar observations were made by Akhila (2019) who indicates that the type of leadership in an organisation determines whether employees are involved or not, supporting the assertions by Ndungu (2017) who claimed that approaches of leadership will dictate the level of employees’ intrinsic and extrinsic motivation based on the motivational systems used. Additionally, Osabiya (2015) indicated that employee motivation cannot be separated from leadership approaches used which also has impacts on project performance as maintained by Kalu and Nonyelum (2018).
While focusing further on leadership and management functions, the study by Mayfield and Mayfield (2015) is also supported by the current study on the context of nature of communication adopted by leaders, selection of language, and reward systems as well as performance appraisal. Further, the study notes that functions such as directing, aligning, motivating and influencing are important in achieving improved project performance. Although the current study has established that some leadership approaches cannot be suitable in project management just like most of the past scholars, the views by Han et al. (2016) are contrary as they opine that specific styles are suitable to specific industries as far as project management is concerned. This assertion is similar to that of Lawter et al. (2015) who indicates that some environments of project management may require autocratic style of leadership which was found to be least favored by the current study’s findings. In general, most of the views from literature reviewed have been supported in the current study apart from the few that have been contrasted in this discussion.