A Study of the Leadership Styles of Project Managers and its impact on Project

performance.

BY

ABUBAKAR UMAR

DBS/19/MBA/00488

A RESEARCH PROJECT SUBMITTED TO DANGOTE BUSINESS SCHOOL BAYERO

UNIVERSITY KANO IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR

THE AWARD OF MASTER OF BUSINESS ADMINISTRATION (MBA)

APRIL, 2023

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 DECLARATION

I, Abubakar Umar DBS/19/MBA/00488, hereby declare that this research titled (A study of the

Leadership Styles of project managers and its impact on project performance) has been carried

out by me under the supervision of Dr. Mohammed Aminu Bello. It has not been presented for

award of any degree in any Institution. All sources of information are specifically acknowledged

by means of reference.

Abubakar Umar -------------------------------

DBS/19/MBA/00488 Sign

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 CERTIFICATION

This research project/thesis/dissertation titled “A study of the leadership styles of project

managers and its impact on project performance” by (Abubakar Umar, with Reg. No.

DBS/19/MBA/00488) meets the requirements governing the award of MBA and is approved for

its contribution to knowledge and literary representation.

Approved & Accepted:

Supervisor ----------------------

Dr. Mohammed Aminu Bello Date & Sign

Level Coordinator ----------------------

Dr. Aliyu Mukhtar Daneji Date & Sign

Dean, Dangote Business School ----------------------

Prof. Talatu M. Barwa Date & Sign

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 DEDICATION

This research work is dedicated to my family whose love, encouragement and incessant efforts in

seeing my happiness and success inspired me in all my undertakings. It is your love and support

that has gotten me through this intellectual endeavor.

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 ACKNOWLEDGEMENT

My thanksgiving is to Almighty Allah, for his benevolence and guidance throughout the course

of this program and its completion.

I wish to thank my supervisor, Dr. Mohammed Aminu Bello who patiently and painstakingly

guided and propelled me along this extended journey by allocating his time not only for

supervising this project, but also providing vital inputs throughout this study. I also wish to

acknowledge the entire Academic Staff of Dangote Business School for the knowledge they have

imparted upon me in the course of undertaking my program.

Similarly, I would like to extend my gratitude to my family most especially for their unweaving

moral support in every sphere of my life.

Lastly, I express my gratitude and appreciation to all the wonderful people I had met throughout

my MBA journey at Dangote Business School especially my fellow “Special” students who have

helped in one way or the other towards the successful accomplishment of this task. Thank you

all!!

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 ABSTRACT

Leadership is among the significant factors that affect project quality performance. There are
different types of leadership styles. This paper examines the impact of different styles of
leadership of project managers and how these styles affect project quality performance. It
describes the topic background, the significance, and rationale of the study, the research
objectives, the research questions and the statement of the problem. The literature review
includes the appropriate scholarly citation that explains the existing relationship between the
variables involved in the study
The study adopted a descriptive research design with a target population of 400 from which a
sample size of 200 respondents was selected using random sampling technique. Data was
collected by use of questionnaires which saw 166 questionnaires returned out of 200 and
analyzed by use of descriptive statistics.
The study findings shows that leadership skills affects the project performance. The statistical
tests revealed that leaders regardless of age or gender tend to make use of transformational
leadership and transactional leadership over laissez-fire leadership. The findings of this study
indicate that there is a significant relationship between the project manager’s style of leadership
and project quality performance.
Based on the findings, the study recommends that project managers should seek to improve
transformational leadership characteristics since it can help them to enhance their performance
that eventually leads to organizational success. These characteristics may include idealized
influence, inspirational motivation, intellectual stimulation, and individual consideration.

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 CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

In this modern era organizations are in great need for innovative ideas and procedures to enhance

project performance. As they have to act in response to the quickly varying and frequently

contradict expectations from clients. At the same time they have to be competitive in the existing

cruel economic environment so as a result of it they always remain in search for innovative

approaches to upgrade their project performance (Kissi et al., 2009; Koch and Bendixen, 2005).

Project management is today’s hot topic. Abundant research work has been done but this field is

so dynamic and vast that every direction or view point shows a different prospective and

potential of the subject. As learning involves day by day in project so as severity engages in

managing these complex and enormous projects. To stay away from the waste of inadequate

recourses has increased the everyday jobs upon the shoulders of management. So it is essential to

make better and boost up the performance (Qureshi et al., 2009).

Organizations are in need of creative ideas to enhance project performance. Project managers are

expected to act in response to a client’s varying and frequent expectations, while being

competitive in creating innovative approaches to upgrade their project performance in order to

exist in the cruel economic environment of these times(Kissi et al., 2009; Koch and Bendixen,

2005).

Leadership styles applied by project managers while creating innovations procedures have an

impact on the outcome or performance of a project. It is expected that project managers should

possess basic technical skills and business expertise along with core leadership skills in order to

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successfully provide vision that will lead, inspire and stimulate workforce. When the project

manager applies a specific leadership trait or behavior, it generally has a positive impact on the

traditions, culture, climate and manner of skills utilization in a firm, project product deliverance,

therefore, having an effect on organizational outcomes such as the performance quality of a

project.

It is revealed in a current research that a project performance is multi-dimensional in nature as it

includes both long and short term measures as most project results have been calculated based on

its quality. After studying Kissi et al. (2012) it showed that the leadership role is influential in

constructing the real atmosphere which promote and encourage flourishing deliverance of

innovative projects. In the research study conducted by Hassan et al, it explored the impact of

transformational, transactional and laissez-faire leadership on project performance although

taking into consideration the diversity in the nature of projects and it being unrelated due to

client’s variety.

The current research, therefore, attempts to bridge this gap by properly re-examining the impacts

of the three leadership styles and exploring its effectiveness to project performance at an

industrial level.

1.2 PROBLEM STATEMENT

In the field of project management project performance is one of the discussed and studied issues

(Anantatmula & Rad, 2018; Larsson & Larsson, 2020). Though, the standard for project

performance varies to nature of the project and from person to person with the accordance of

need (Ranawat et al., 2018). As, it is studied before that the relation of a leader with his team

affect the team performance in a project, and the positive and healthy relationships will develop

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synergy and enhance the performance (Alias et al., 2014). The leader provides the work-related

details to the team which are required to carry out the project, updates and clears the tasks that

need to be done for the completion of the project (Hunsaker, 2017). The project leader is the one

who leads the project, motivate his team, and distribute the work to the best suitable member for

the specific work to ensure the perfection of the work because, success and failure of a project lie

on the project leader along with the performance of his team who is working under his super-

vision (Chen & Lin, 2018). This study would focus on identifying the leadership styles of project

managers and how it impact project performance.

1.3 OBJECTIVES OF THE STUDY

The following are the objectives the study will emphasize:

1. To determine the direct impact of the transformational leadership styles of project

managers on project performance.

2. To determine the direct impact of the transactional leadership style of project managers

on project performance.

3. To determine the direct impact of the laissez-faire leadership style of project managers on

project performance.

4. To determine the direct impact of the three leadership styles at the level of a project

manager on project performance, so as to facilitate managers to adopt the most

appropriate style of leadership.

1.4 Research Questions

This study will attempt to fill in the gaps in the literature on leadership styles and its impact on

project performance by addressing the following research questions:

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 1. Is there an impact on the transformational leadership style of project managers’ on the

quality of project performance?

2. Is there an impact of the transactional leadership style of project managers’ on the

quality of project performance?

3. Is there an impact on the laissez-faire leadership style of project managers’ on the

quality of project performance?

4. Which of the three styles of leadership is more effective for project managers in

enhancing the quality of their project performance?

1.5 RESEARCH HYPOTHESIS

Ho1: Leadership style of project managers has no significant impact on the quality of project

performance in an organization.

Ho2: Leadership style of project managers has a significant impact on the quality of project

performance in an organization.

1.6 SIGNIFICANCE OF THE STUDY

The study is significant in the following ways:

1. The study broadens understanding regarding leadership styles of project managers and its

impact on the quality of a project performance.

2. It explains how the three leadership styles (transformational, transactional and laissez-

faire) of project managers varies in enhancing project performance quality.

3. It helps to understand with detailed explanations the most effective leadership styles for

project managers in enhancing their project performance quality.

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1.7 SCOPE OF THE STUDY

The study is focused on exploring the leadership styles of project managers and its impact on

project performance while addressing the three styles of leadership namely; transformational,

transactional and the laissez-faire leadership styles portrayed by project managers. The study

broadens the nature of the leadership styles and how effective its varying characteristics can be

in enhancing project performance quality.

1.8. DEFINITION OF TERMS

1. Leadership: Leadership is a set of behaviors used to help people align their collective

direction, to execute strategic plans, and to continually renew an organization. Whether

you’re talking about an executive, manager, sports coach, or schoolteacher, leadership is

about guiding and impacting outcomes, enabling groups of people to work together to

accomplish what they couldn’t do working individually. In this sense, leadership is

something you do, not something you are. Some people in formal leadership positions are

poor leaders, and many people exercising leadership have no formal authority. It is their

actions, not their words that inspire trust and energy. What’s more, leadership is not

something people are born with—it is a skill you can learn. At the core are mindsets,

which are expressed through observable behaviors, which then lead to measurable

outcomes. Is a leader communicating effectively or engaging others by being a good

listener? Focusing on behaviors lets us be more objective when assessing leadership

effectiveness. The key to unlocking shifts in behavior is focusing on mindsets, becoming

more conscious about our thoughts and beliefs, and showing up with integrity as our full

authentic selves.

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2. Leadership Style: A leadership style refers to a leader’s methods and behaviors when

directing, motivating, and managing others. A person’s leadership style also determines

how they strategize and implement plans while accounting for the expectations of

stakeholders and the well-being of their team.

3. Project manager: A project manager is a professional in the field of project

management. Project managers have the responsibility of the planning, procurement and

execution of a project, in any undertaking that has a defined scope, defined start and a

defined finish; regardless of industry. Project managers are first point of contact for any

issues or discrepancies arising from within the heads of various departments in an

organization before the problem escalates to higher authorities, as project representative.

4. Project management: discipline of planning, organizing, motivating, and controlling

resources to achieve specific goals. A project is a temporary and devil with a defined

beginning and end (usually time constrained and unconstrained by funding on

deliverables), undertaking to meet unique needs goals and objectives typically to bring

about beneficial change or added value.

5. Project performance: A measure to ascertain the level of success of a project as regards

to its goals and objectives. This is for the simple reason that 'what gets measured gets

managed' and to measure is to know. By measuring the success of a project, you can also

work to improve its performance further. Continuous measurement of a project's

performance allows the team to fix attainable and realistic targets to it.

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 CHAPTER TWO

LITERATURE REVIEW

This chapter gives full insight on the topic of leadership style of project managers and its impact

on project performance. It starts with broadening on the concept of leadership and leadership

styles, the importance of leadership styles of project managers and the sub contents of the main

three leadership styles, the project performance, strategies and relationships between these

variables and an overview of recent studies on the research. It describes the independent and

dependent variables and their historical background.

2.1 CONCEPT OF LEADERSHIP AND LEADERSHIP STYLE IN PROJECT

MANAGEMENT

Leadership is all about putting into practices the visualizing, enabling, stimulating, and

refreshing the employees (Rad., 2006). Leadership is a composite procedure which has severe

uncertainties over the degree to which a set of standards, individuality or competencies can ever

fully imprison the environment of what makes some leaders/organizations successful and others

unsuccessful. There is no existing bad or good leadership style, as every person has his or her

own preferences for leadership. The leaders who are task-motivated are at their best when the

group performs and execute tasks given productively. The leaders who are relationship-oriented

are at their best when the target to be achieved is geared towards creating a greater customer

satisfaction to establish a positive image for the company (Maqsood et al., 2013).

In the current globalized economic or financial environment, customers’ immeasurably boosted

the approach to information and suppliers, contractors has authorized them to demand forever

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increasing collections of product characteristics, top quality, enhanced repair, and sympathetic

and encouraging price/cost ratios (Brett & Okumura, 1998; Yukl, 2002). These truths of the

marketplace have put remarkable anxieties on companies to enlarge their competence and

efficiency, thereby making the existence of project managers and their various leading styles an

unavoidable factor in an organization. At the same time as Dess and Picken (2001) have

accentuated, the 21st century business or industrial atmosphere and situations will require

organizations to constantly innovate by tie together the shared knowledge, skills, and creative

efforts of their employees and subordinates. Transformational leadership can be an efficient part

of the rejoinder, and to our acquaintance and knowledge. Leadership should play a vigorous role

in giving direction, coordinating and maintaining tasks or activities, employees and subordinates,

if not these various organizational components might wind up working at cross-purposes. In

reality, numerous studies have showed a positive relationship between leaders’ instigation of

work structure or arrangement and performance of creative activities, which leads to

organizational project performance (Keller, 1992).

2.2 LEADERSHIP STYLES OF PROJECT MANAGERS

According to the contingency theory (House, 1971) the theory contains the suggestion that a

leader should help the team in finding the path to their objectives or targets and also help them

during the procedures in which they are proceeding towards their targets. Path-goal theory

suggests four leadership styles:

1. Directive leaders (who only give orders or instructions).

2. Relationship oriented leaders (who are helpful, encouraging and create incentives).

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3. Participative leaders (who do work along the team to make the tasks easier).

4. Achievement-oriented leaders (who are vested in the achievement of goals in every situation).

Autocratic leader is a leader who practice high level of power, authority and control over his/her

team members or subordinates on the other hand laissez-faire leaders leave everything on their

team members or workers to handle with their work (Iqbal et al, 2012). Democratic leadership

style relates to democratic power means, the leader gives confidence to the employees to take

part in providing new ideas, and processing all the available information or data to bring out the

best outcome. The democratic leader should be brilliant and capable enough to effectively

communicate decisions or conclusion back to the group in order to augment unity in the plan

chosen (Ogbonna & Harris, 2000). Directive leadership can be explained as a training given by

the leader to their subordinates concerning what to do, how to do and when to do. Cronkite

(2001) said that directive style could be used in critical and burning circumstances to stop

avoidable activities or procedures and to force people in the direction of new things and tasks.

Quinn (1988) makes comparison of two leadership styles transformational and transactional.

Transformational leadership style was elaborated as relationship oriented and transactional

leadership as task oriented because transactional leader focuses on tasks and procedures as

compared to building relationships like the transformational leader. Meindl (1990) points out that

a revival of attention has been seen in the context of the theory of leadership study, which is

becoming the reason of recognition of difference between both leadership styles transformational

and transactional. The models of both leadership styles transformational and transactional are

different on the basis of the process through which leaders do inspire their followers. The models

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are also different on the basis of the types of goals set by the leaders or supervisors (Hater &

Bass, 1988).

2.2.1 TRANSFORMATIONAL LEADERSHIP STYLE

Transformational leadership goes ahead of the cost-benefit exchange of transactional leadership

by encouraging and stimulating followers to perform beyond potential (Bass, 1985). At last,

intellectual motivation is also part of the transformational leadership style. An intellectually

motivating leader provides followers with a flow of challenging new ideas and thoughts to excite

rethinking of old ways and procedures of doing things (Bass, 1997 and Bass, 1985) and

(Yammarino et al., 1990 and Hartog et al, 1997). Bass et al. (2003) describe five mechanism of

transformational leadership:

1. Charisma engages getting value for, faith and assurance in others and broadcasting a

well-built sense of mission to them.

2. Idealized influence correspond to role-modeling behavior according to that the leader

encourage satisfaction, trust, and admiration and has a present for seeing what is really

important while transferring a sense of mission to his subordinates.

3. Inspirational motivation corresponds to the use of descriptions and symbols or signs that

allow the leader to move up the prospect and beliefs of their follower relating to the

mission and vision.

4. Individualized consideration stand for providing practical learning or guidance and

occurs when the leader hand over a project, presents instruction, training and teaching,

and treats each follower as an individual.

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 5. Intellectual stimulation occurs when the leader stimulates followers to think in new ways

in order to deal with problems, and the use of interpretation and planning before taking

action. Effectively used, it can support in the cognitive improvement of the follower and

leader.

James MacGregor Burns (1960) in his book ‘Leadership’ was the first person who presented the

concept of “transformational leadership”. ‘The Burns’ concept of transformational leadership “is

affiliation of joint motivation and rise that alters followers into leaders and may be transform

leaders into moral managers”. Burns went on to also further define it by suggesting that:

“Transformational leadership occurs when one or more persons engage with others in such a

way that leaders and followers raise one another to higher levels of motivation and morality”

Burns sketches upon the psychology of humanistic interest group in his writing, he suggested

that the transformational leader contours, modifies, and lift up the causes, worth and aims or

objectives of followers for attaining considerable alteration in the procedure and course.

Transformational leadership accentuates longer-term and visualization-based motivational

practices (Bass & Avolio, 1997) and has been the subject of widespread research in the past

decade. Transformational leadership is featured by charisma and visualization. In this study, the

flourishing project managers were voted high on their capability in indicating the significance of

having a physically powerful sense of intention and for exhibiting their confidence in their

principles, ideas and standards (Thite, 2000).

Charismatic leadership involves fundamental modifications in the plan and traditions of an

organization, which may not be needed or suitable. When people give extensive authority to a

leader with an attractive dream of enhanced future this power is frequently distorted while the

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visualization of a good future remains an empty dream. Division of organization members into

devotees and antagonists can paralyze the organization with deadlock in the countenance of

crises needed urgent action. Charismatic leaders habitually are unsuccessful to plan for an

experienced descendant, resultant in a new crisis when they leave (Yukl, G., 1999). DeGroot,

Kiker, and Cross (2000) ended a third Meta-analysis of the transformational and transactional

leadership literature, reinvestigating and resulting the positive relationship between scores of

charismatic–transformational leadership and performance described in past.

2.2.1.2 INSPIRATION AND PROJECT PRFORMNACE

Transformational leaders went advance than replacing contractual contracts for wanted

performance by energetically appointing followers’ individual value systems (Bass, 1985;

Gardner & Avolio, 1998; Shamir, House, & Arthur, 1993). They present ideological

justifications that connect followers’ characteristics to the collective characteristic of their

organization, thus escalating followers’ inherent or built in inspiration and motivation (rather

than just providing extrinsic inspiration and motivation) to perform their job. By communicating

an imperative idea and assignment for the organization, transformational leaders amplify

followers’ understanding and acceptance of the significance and standards connected with

preferred results, lift up their performance anticipations, and enlarge their eagerness to go

beyond their self-benefit for the sake of the shared and united entity (Bennis & Nanus, 1985;

Conger & Kanungo, 1998; House, Spangler, & Woycke, 1991).

As transformational leaders might at times obtain an instruction or command approach, they

regularly request followers’ participation and contribution by highlighting and by giving stress

on the importance or benefits of cooperation, collaboration and teamwork in carrying out

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combined tasks or activates, given that the opportunity and chance to learn and get trained from

shared experience, practice and knowledge and assigning authority, power and right to followers

to perform any required essential accomplishment for effective performance. Most of the times,

transformational leaders are in a position that they can achieve this transfer of ideas or way of

thinking and viewpoint by serving as role models for their subordinates. By means of showing

high beliefs and assurance in followers’ potentials, transformational leaders also assist to build

up followers’ dedication to long-term targets, assignments, and visualization and to transfer their

center of attention from short-term and instant solutions and intentions to long term and essential

solutions or way outs and purposes.

2.2.2 TRANSACTIONAL LEADERSHIP STYLE

Transactional leaders construct clear structures which make everything clear that what he/she

required from his/her subordinates. Transactional leader give incentives, compensations and

prizes to the subordinates when they follow his/her orders. Transactional leaders have the right to

punish the subordinates when anything goes wrong due to the fault of the subordinates. Hooper

and Potter (1997) highlighted the seven basic and main features of transactional leaders. These

types of leaders encourage their subordinates through emotional support and then easily and

successfully implement change.

1. The leader set direction and give guidelines.

2. Exhibit an example by him/herself.

3. Do communicate to every needed.

4. Setting the positions and arrange them

5. Bring best qualities in people which are followers.

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6. The transactional leader work as a change agent.

7. Take decision in an emergency and in the uncertainty

2.2.2.1 THE THREE CONSTRUCTS OF TRANSACTIONAL LEADERSHIP STYLE

1. Contingent reward

2. Management by expectation (active)

3. Management by expectation (passive)

By utilizing Burns’ views, Bass (1985) comments that leadership is usually conceptualized as a

transactional or a process which monitor cost and benefits.

In accordance with (Bass) the transactional leadership consists of three proportions. The very

first dimension is contingent reward. According to contingent reward system the leader gives

rewards and compensations to the followers and subordinates when they achieve the given

particular performance level. Reward is conditional to effort level and on the level of

performance achieved (Bass, 1990i2 or Yukl, 1994). The second and third dimensions of

transactional leadership are management by exception. When the leader utilizes management by

exception, he does not interfere unless there is any problem or certain given specified standards

are not fulfilled (Bass & Avolio, 1989). While using management by exception under

transactional leadership style most of the leaders stay away from giving instructions and

guidelines if the previous ways and procedures are working well and permit followers to carry on

doing their duties as all the time before, if performance objectives are fulfilled (Hater & Bass,

1988). Furthermore, management by exception has two types first is (Active) and second is

(Passive). The active approach has the features that a leader always keeps monitoring the

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procedures, and keenly seeks deviations from specified standards and takes urgent actions when

things go wrong to correct them. The passive approach has features of leaders who are not

proactive, they do not take actions until anything goes wrong and any irregularity actually

happened. The difference between the two approaches is that in the active form, leaders look

keenly for deviations before they happened. While in the passive approach the leader waits for

the problems and irregularities to become visible (Hater & Bass, 1988).

2.2.3 LAISSEZ-FAIRE LEADERSHIP STYLE

When we talk about 'laissez-faire' it is meant that the leader is not adequately aggravated or

effectively skilled to perform and carry out supervisory and managerial duties or responsibilities,

this examination seems accurate. On the other hand, one could perhaps define situations in which

extremely active leadership is not necessary and perhaps not even wanted. For example, in their

substitutes for leadership theory Kerr & Jermier (1978) put forward more than a few subordinate,

task or procedures, and, organizational features that could shrink the significance of leadership.

According to Geyer & Steyrer, (1998) they mentioned that the seventh scale is called Laissez-

Faire. It speaks about the escaping or nonexistence of leadership and is, by definition, the most

inactive and motionless type of leadership. As contrasting to transactional leadership, Laissez-

Faire corresponds to a non-transaction.

2.3 PROJECT PERFORMANCE

A project is defined as a distinctive set of corresponding actions with clear cut starting and

finishing points, undertaken by an individual or organization to achieve particular objectives

within definite schedule, cost and performance parameters (Anderson & Merna, 2003).

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Performance of software projects is of two types: subjective performance and objective

performance. While estimating subjective performance, it is a procedure of evaluation which

shows the views and judgment of the people engaged in a project (Wohlin et al., 2000). On

converse, objective performance incorporate additional quantifiable actions like cost, effort, and

schedule overruns (Gray et al., 1999). It is essential to calculate or compute both procedure and

result or outcomes, as there is a prospective clash among the competency of the procedure and its

excellence. For instance procedures which are firmly prohibited and monitored and having end

result in a harsh or swear obedience to the time and cost approximates might at times

insufficiently investigate product functionality. There are a number of project outcomes which

are tricky to calculate. This study specially target the performance linked outcomes or results, as

it is important according to literature and for the reason that performance is serious dependent

variable. Performance parameters are real and genuine project cost, time structure

reimbursement, the structure's compatibility with its surroundings, and the practical performance

of the resultant organization (Nidumolu, 1996). Even after thirty years of practice and

understanding in administrating development projects, many organizations are still facing cost

and schedule overruns. One chief and main hurdle in finishing projects on time and within

budget is the ambiguity and insecurity linked with software development. According to the

(Humphrey, et al, 1991) there are some specific principles which allow project teams to organize

their actions more simply, so that the probability of project holdup and cost overruns decrease.

They encourage enhanced contact along with the contributors in a project, and among the project

team and the managers they report to. This thing will create a unified organizational society

where organizational associates converse in united technical language, allocating shared

practices, or tasks and procedures, and considering the organizational goals as their own goals.

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The concept of project performance is described by the Cheung et al, (2004) in his study about

the improvement of a Web-based construction Project Performance Monitoring System (PPMS).

The purpose of this system is to give support to project managers in implementing control in

construction project. With the support of a team of project management specialists and seniors,

project performance evaluating elements are recognized for insertion in the PPMS. These are

People, Cost, Time, Quality, Safety and Health, Environment, Client Satisfaction, and

Communication. The utilization of the PPMS can aid senior project management, project

directors, project managers, etc., in monitoring, tracking and assessing, judging project

performance. The project performance evaluating elements can be detached or added according

to the project objectives. The most important thing is PPMS facilitates the project manager to

evaluate or match up to and present data in user-friendly diagrams, charts and curves.

2.4 RELATIONSHIP BETWEEN THE THREE LEADERSHIP STYLES AND PROJECT

PERFORMANCE

According to Adedeji et al. (2005) a research done in construction context in Surulere in which

32 project managers and 94 project team members contribute to data , found that the leadership

adopted by the leader gives guidelines and acquire liability for meeting project targets. The

leadership style adopted by the leader and project manager is the key feature and aspect for the

success of the project (Cheng et al., 2005; Dainty et al., 2004; Muller and Turner, 2007).

Scott and Bruce (1994) advocated that if there exist a strong relationship between employees and

their managers, it will affect their opinion, and vision of the environment they work, this could

also encourage their innovative skills and accommodate innovation. In the same fashion, loyal

and encouraging supervisors who do not interfere enough and let the employees utilize their

23
abilities and innovative skills, help in creating innovative environment. Such supervisors

contribute a lot to develop and improve employee’s hidden skills and performance (Kissi et al.,

2012; Shalley and Gilson, 2004). Scott and Bruce (1994) proposed employees, expectations

about the supportive behavior regarding innovation at the place of work and under the

organizational surroundings. If these expectations come true, it is bound to affect the propensity

of employees to take new risks and implementing innovative techniques and procedures during

their work and duties which in turn affect project performance. An insight about the preference

inflow of organization reveal how the project members will direct their skills, efficiencies, labor

and hard work (Schneider et al., 1994; Kissi et al., 2009) and establish their enthusiasm, attitudes

and performance, (Kozlowski and Hults, 1987) while delivering a project.

2.4.1 TRANSFORMATIONAL LEADERSHIP AND PROJECT PERFORMANCE

Effective performance by an individual, group, or organization is understood to depend on

leadership by a human being with the abilities to find the correct and accurate path and stimulate

others to take it. In most editions of transformational leadership theory, it is a fundamental, main

and essential hypothesize that an effective leader will manipulate followers to make self-

surrender and put forth outstanding and excellent effort to achieve higher level of project

performance (Yukl, 1999). Keller (1992) also originated that transformational leadership

positively affected performance of research and development (R&D) projects in a large R&D

organization. According to the research findings of Geyer, & Steyrer, (1998) the associations of

transformational leadership has more significant impact on project performance than

transactional leadership. Analysis has specified that although transactional leadership presents

effectual leadership, a superior attempt of additional exertion, usefulness, and contentment is

24
achievable with expanding of transformational leadership. Both transformational and

transactional (contingent reward) can be operated in the project management atmosphere to

encourage acquaintances to build up and carry out their efforts further than typical expectations

and anticipations. On the other hand, transformational leadership varies from transactional by

identifying employee needs and endeavoring to extend those needs from lower to higher levels of

maturity (Avolio, & Bass, (2004).

This study offered conclusive findings relation to the style of leadership (i.e. transformational)

that is most efficient significant and successful in the project management work environment.

Findings of this research provides conclusion that the subordinates have common desires from

their leadership. Subordinates desire to know what is to be accomplished and why, making a

connection to the achievement of a final goal (high project performance). Most of the project

managers are project goal oriented or achiever. Thus, having such project managers that give

reward at project success and are interested in professional goals builds a positive relationship

between project managers and subordinates (Davis et al, 2008).

2.4.2 TRANSACTIONAL LEADERSHIP AND PROJECT PERFORMANCE

Bass and his colleagues started the experiential exploration of transformational and transactional

leadership two decades ago. They projected that transformational leadership consists of five

elements, that transactional leadership is self-possessed of three elements, and that a

supplementary type of non-leadership exists (laissez-faire leadership). Although, there have been

different research on these elements, more emphasis has been placed on the positive effects of

transformational leadership. Yet, extreme less concentration has been paid to transactional

leadership and non-leadership (Hinkin & Schriesheim, (2008). Taking into account the results

25
and findings of Davis et al, (2008) the correlation analysis concluded that transformational

leadership has significantly and positively connected with subordinates’ self-reported perception

about their leaders’ leadership style efficiency. Perception regarding leaders’ leadership

effectiveness is negatively and significantly associated with transactional (passive) and laissez-

faire leadership.

2.4.3 LAISSEZ-FAIRE LEADERSHIP AND PROJECT PERFORMANCE

Bass (1990) informs that laissez-faire leadership generally correlates negatively with other, more

active leadership styles. Bass (1990) give results that there is a negative relationship between

laissez-faire leadership and a variety of subordinate performance, exertion and attitudinal

indicators. This implies that laissez-faire leadership is an unsuitable way to lead in all the time.

The dissimilarity between laissez-faire and passive management-by exception is not obvious

when the experiential data are examined. As described in Bass (1985) passive management-by

exception and laissez-faire leadership form a higher order factor in Bass data. Also, in a study by

Yammarino & Bass (1990), passive management by exception and laissez-faire correlate

positively with each other and negatively with the other leadership dimensions.

Laissez-faire leadership style considerably influences the dependent outcome variables in a

negative way, thereby making the turnout of project performance on a low level (Davis et al,

2008).

2.5 SUMMARY

As project managers are visualized of as leading’ sets of brilliant people in an environment of

shared administration or organization’’ [17, p. 72-2] the importance has transferred from power

26
and agreement to recognition, faithfulness and promise and dedication. Such procedures and

practices are innermost to transformational leadership. As a result, transformational leadership is

a style of leading or guiding that may well suit the project framework and environment

(Carpenter, 2002). At the same time, the literature suggests that transformational leadership can

be extremely applicable to and helpful or important for project-based firms or organizations, all

of this recommend the inevitability for earlier inspection of the idea that transformational

leadership is a suitable and efficient leadership style for managers in project-based organizations

(Keegan, & Hartog, 2004).

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 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 INTRODUCTION

This chapter is intended to discuss the methodology that is used to conduct the study. The

chapter therefore focuses on the target population, sample design, data collection procedures and

instruments and data analysis.

3.2 RESEARCH DESIGN

Research design refers to a plan that describes how, when, and where data are to be collected and

analyzed so as to get an overall for answering the research question or testing the hypothesis

(Polit, 2014). The Research design which was used in this research was descriptive survey

research design. Cooper and Schindler, (2016) defined a descriptive study as one that is

concerned with determining the frequency with which something occurs or the relationship

between variables. Questionnaires were used as the main tool of data collection because of its

advantages including: Cheap even on large population, free from interviewer biases, more time

for the respondents to give well thought answers. (Kothari, 1984)

3.3 POPULATION OF THE STUDY

According to Mugenda and Mugenda (2013) population refers a complete census of all items in

research area of investigation for the purpose of the study where a sample will be selected. The

target population of the study covered Non-governmental organizations within Kano Metropolis.

Three Non-governmental organizations will be used for the research, Girls Should Thrive

28
initiative (GIST), Society for Family Health (SFH), Society for Child Support and Economic

Empowerment (SOCSEE), this would give the researcher an estimated population of 300.

3.4 SAMPLE SIZE AND SAMPLING TECHNIQUES

Sample is the set people or items which constitute part of a given population sampling. Due to

large size of the target population, the researcher used the Taro Yamani formula to arrive at the

sample population of the study.

n= N

1+N (e) 2

n= 300

1+300(0.05)2

= 300

1+300(0.0025)

= 300 300

1+0.75 = 1.75 = 171.

3.5 METHOD OF DATA COLLECTION

The study made use of questionnaire. Data will be obtained from Non-governmental

organizations in Kano metropolitan using structured questionnaires. These questions were

accomplished by a list of possible alternatives from which respondents were required to select

the answer that best suits their project experience. The researcher opted to use a questionnaire

because factual information is required from the respondents on what they know or feel about

Leadership styles of project managers and its impact on project performance.

29
3.6 METHOD OF DATA ANALYSIS AND PRESENTATION

Both descriptive and inferential statistics were used in the data analysis. The collected data were

transferred into statistical package for social science software (SPSS). Several statistical tools

were employed in analyzing the results including descriptive statistics, Pearson correlation and

regression analysis.

30
 CHAPTER FOUR

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

4.1 Introduction

Efforts were made at this stage to present, analyze and interpret the data collected during the

field survey. This presentation will be based on the responses from the completed

questionnaires. The result of this exercise will be summarized in tabular forms for easy

references and analysis. It will also show answers to questions relating to the research questions

for this research study. The researcher employed simple percentage in the analysis.

Table 4.1: sample Survey

Questionnaire Frequency Percentage

Sample size 300 100

Received 171 57

Validated 171 57

31
Table 4.2: Demographic data of respondents

Demographic information Frequency Percent

Gender

Male 120 70%

Female 51 30%

Marital status

Married 80 47%

Single 91 53%

Age

15-20 05 3%

21-30 73 43%

31+ 93 54%

Position

Operational head 18 10%

Unit head 85 50%

Senior staff 25 15%

Junior staff 43 25%

Source: Field Survey, 2023

On demographic information, table 4.2 reveals that 70 percent of total respondents were male

while 30 percent of the total respondents were female. 3 percent were aged between 15-20 years,

43 percent were aged 21-30 years, while 54 percent were 30 and above. The total respondents

agreed that they are active workers in their respective organizations.

4.2 ANSWERING RESEARCH QUESTIONS

32
Question 1: Is there an impact of project manager leadership style on project performance?

Table 4.3: Respondent responses

Options Frequency Percentage

Yes 171 100

No 00 00

Total 171 100

Field Survey, 2023

From the responses obtained as expressed in the table above, all the respondents constituting 100

percent of the population strongly agreed. There was no record of disagreement.

Question 2: Is there an impact on the transformational leadership style of project managers’ on

the quality of project performance?

Table 4.4: Respondent responses

Options Frequency Percentage

Yes 137 80.1%

Partially 34 19.9%

No 0 00

Total 171 100

Field Survey, 2023

From the responses obtained as expressed in the table above, 80.1 percent of the respondents are

positive on the impact of transformational style of leadership on project performance, while 19.9

33
percent of the respondents partially agree to the impact of transformational style of leadership on

project performance.

Question 3: Is there an impact on the transactional leadership style of project managers’ on the

quality of project performance?

Table 4.5: Respondent responses

Options Frequency Percentage

Yes 101 59.1%

Partially 70 40.9%

No 0 00

Total 171 100

Field Survey, 2023

From the responses obtained as expressed in the table above, 59.1 percent of the respondents

clearly agree to the impact of transactional style of leadership and its impact on project

performance while the remaining 40.9 percent partially said yes.

Question 4: Is there an impact on the laissez-faire leadership style of project managers’ on the

quality of project performance?

Table 4.6: Respondent responses

Options Frequency Percentage

Yes 43 25.1%

Partially 55 32.2%

34
 No 73 42.7%

Total 171 100

Field Survey, 2023

From the responses obtained as expressed in the table above, 42.7 percent of the respondents do

not see laissez-faire style of leadership as an effective style of leadership to ensure a qualitative

project performance, 32.2 percent partially said yes, while a low percentage of the respondents

says yes.

Question 5: Which of the three styles of leadership is more effective for project managers in

enhancing the quality of their project performance?

Table 4.7: Respondent responses

Options Frequency Percentage

Transformational 107 62.6%

Transactional 53 31%

Laissez-faire 11 6.4%

Total 171 100

Field Survey, 2023

The response from table 4.7 clearly shows that 62.6 percent of the study population sees

transformational leadership as the more effective style of leadership for a quality project

performance, 31 percent of the respondents sees transactional leadership as being more effective

in achieving a good project performance, while 6.4 percent sees laissez-faire style of leadership

as being more effective

35
Question 6: Ho1: Leadership style of project managers has no significant impact on the quality

of project performance in an organization

Table 4.8: Respondent responses

Options Frequency Percentage

Strongly Agree 0 0

Agree 0 0

Strongly Disagree 166 97.1%

Disagree 5 2.9%

Total 171 100

Field Survey, 2023

From the responses obtained as expressed in the table above, 97.1 percent of the respondents

strongly disagreed that project manager leadership style has no significant impact on project

performance, while 2.9 percent of the respondents disagree.

Question 7: Ho2: Leadership style of project managers has a significant impact on the quality of

project performance in an organization

Table 4.9: Respondent responses

Options Frequency Percentage

Strongly Agree 166 97.1%

Agree 5 2.9%

36
 Strongly Disagree 0 0

Disagree 0 0

Total 171 100

Field Survey, 2023

From the responses obtained as expressed in the table above, 97.1 percent of the respondents

strongly agreed that project manager leadership style has a significant impact on project

performance, while 2.9 percent of the respondents agree.

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 Introduction

37
This chapter gives the summary of the major findings, conclusions, and recommendations.

5.2 Summary

The summary of findings followed the order of research objectives as presented in Chapter Four.

The purpose of the study was to establish the effect of project management leadership style and

its impact on project performance. The study adopted a descriptive research design with a target

population of 400 from which a sample size of 200 respondents was selected using random

sampling technique. Data was collected by use of questionnaires which saw 166 questionnaires

returned out of 200 and analyzed by use of descriptive statistics. Below is the summary of the

findings:

Using the research hypothesis, the research showed that leadership style of project managers has

a significant impact on the quality of project performance in an organization, 96.4 percent have a

strong disposition about the effect of leadership style on project performance. The research

further exploit the importance and the most effective style of leadership as mentioned in the

study, from the research 60.3 percent of the research population favors transformational

leadership as the most effective style of leadership to ensure adequate project performance, 30.1

percent is the next favored style of leadership which is the transactional style of leadership, while

a lesser percentage of 6.6 percent view laissez-faire style of leadership as the better style of

leadership.

5.4 Conclusion

From the study findings, it can be concluded that leadership skills affects the project

performance. The statistical tests revealed that leaders regardless of age or gender tend to make

38
use of transformational leadership and transactional leadership over laissez-fire leadership. The

findings of this study indicate that there is a significant relationship between the project

manager’s style of leadership and project quality performance. The results of this study are

consistent with those of Zhao et al. (2016) stated in the literature review who revealed that their

transformational leadership by project managers is positively related to project quality

performance. Further, the results of this study confirm the assertion of Muller and Turner (2017)

that the style of transformational leadership is crucial in enhancing the quality performance of a

project.

The finding of this study shows that both transactional and transformational leadership styles

account for a larger explanatory power also are in line with the results of the study by Shokory

and Suradi (2018) which revealed that some aspects of the two styles of leadership can be used

by a leader in project management based on the task at hand. For the laissez-fair style of

leadership, the findings of this study have revealed that project managers rarely apply it. Those

who have tried it argue that it needs very strong teams. All in all, it is the leadership style that has

led to the worst performance of projects when it comes to quality according to the respondents.

This is consistent with what Larsson et al. (2015) who found out that when laissez-faire is used,

job satisfaction and leadership effectiveness concerning performance of projects is low.

5.5 Recommendations

Based on the findings, it is recommended that project managers should seek to improve

transformational leadership characteristics since it can help them to enhance their performance

that eventually leads to organizational success. These characteristics may include idealized

influence, inspirational motivation, intellectual stimulation, and individual consideration.

Moreover, policymakers should review and improve the recruitment policies of organizations in

39
terms of the appropriate transformational leadership style, which can in turn lead these

organizations to facilitate and complete successful projects.

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