PROJECT LEADERSHIP AND IMPLEMENTATION OF INTEGRATED INFRASTRUCTURE PROJECTS IN GOVERNMENT AGENCIES IN KENYA

Abstract

The purpose of the study was to examine the relationship between project leadership and the
implementation of integrated infrastructure projects within government agencies in Kenya.
Effective project leadership plays a pivotal role in driving the successful execution of
infrastructure initiatives, aligning project objectives with national development priorities,
and fostering stakeholder engagement. The study was anchored on the Contingency Theory.
The study adopted mixed method approaches. The target population was 504 and involved
project managers, supervisors and contractors implementing implementation of integrated
infrastructure projects in government agencies in Kenya. The sample size of the study was
223 participants computed using Slovin’s sample size determination formula. The study
findings revealed that there is a positive and significant relationship between project
leadership and implementation of integrated infrastructure projects in government agencies in
Kenya. The study established that through motivating, inspiring, negotiating and
transformative, project leaders navigate complex challenges inherent in infrastructure
development, in terms of reduced cost overruns, time overruns and stakeholder satisfaction.
Therefore, by investing in leadership development programs and embracing collaborative
approaches, government agencies in Kenya can leverage the power of effective project
leadership to deliver transformative infrastructure projects that drive economic growth and
improve the quality of life for citizens.