LEADER EMOTIONAL INTELLIGENCE AND SUCCESS OF PROJECTS UNDER KENYA URBAN ROADS AUTHORITY (KURA) IN NAIROBI COUNTY

Sebastian Kimani, Allan Kihara

Abstract


In Kenya, construction projects are facing challenges of non-completion and many construction projects fail due to factors like time inefficiency, lack of adequate funds and lack of advance working equipment. This study sought to establish the effect of project leader emotional intelligence and success of projects under Kenya urban roads authority in Nairobi County. Specific Objectives were to determine the effect of emotional self-awareness on success of projects under KURA in Nairobi County, to establish the effect of self-management on success of projects under KURA in Nairobi County. This study used descriptive survey research design. This study was conducted in Kenya Urban Roads Authority. The target population was 156 project managers, project supervisors and team leaders at KURA.  The study used the Krejcie and Morgan formula to arrive at the sample size. The sample size was 112 respondents. The study adopted stratified random sampling in selecting the study sample.  The study used a questionnaire to collect primary data. The researcher carried out a pilot study to pre-test and validates the questionnaire.  Closed-ended questions were analyzed using descriptive statistics mean, standard deviation, percentages and frequencies. The information was presented in form of tables, figures and pie charts. Open-ended questions were analyzed using conceptual content analysis.  The study conducted a correlation analysis to establish the strength of the relationship between the independent and the dependent variable. Multiple regressions were done to determine the effect of project leader emotional intelligence and success of projects under Kenya urban roads authority in Nairobi County. The study revealed that self-awareness was statistically significant to success of projects under Kenya urban roads authority. The study found that self-management was statistically significant to success of projects under Kenya urban roads authority. The study suggests that leaders should be adept to change because the factors that lead to project success at one point in time may not lead to the same results thus the need for constant updating of capability, competences, skills and knowledge to suit the current situation to arrive at better and improved performances and withstand completion or stay ahead of it.

Key Words: project leader emotional intelligence, success of projects, emotional self-awareness, self-management


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References


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