RIFT VALLEY UNIVERSITY HARAR COMPUS

DEPARTMENT OF PROJECT MANAGEMENT

MA Thesis Proposal

Influence Of Team Leadership And Communication Practice

On Construction Project Performance In Jarso Woreda.

A thesis Proposal Submitted In Partial Fulfillment Of The

Requirements For The Award Of Masters of Arts In Project
Management.

By:Ahmed Mohammed Usmail

Advisor: Maruf Abdela (PHD)

July ,2016
 LIST OF ACRONYMS/ABBREVIATION

UNEP United Naton Envronmental Programme

TMT Team Leadership Theory

PMBOK Project Management Body of Knowledge

IV
 LIST OF TABLE

Table 1. Activity breakdown

Table 2 . personal expense plan

Table.3. Transport Cost plan

Table.4. summary of Budget plan

V
 LIST OF FIGURE

Figure 1. Theoretical Framework model

Figure 2. Conceptual Framework model

Figure:3 . Map of Jarso woreda(Study

area)

VI
Abstract: Effective team leadership and communication practices play a crucial role in
enhancing the performance of construction projects in Jarso Woreda. This paper aims to
investigate the impact of these factors on project outcomes, including cost, time, quality, and
client satisfaction in the context of this specific region. Through a comprehensive literature
review and analysis of existing studies, this research demonstrates that strong leadership and
efficient communication within construction teams can lead to improved project performance
in Jarso Woreda. Specifically, effective team leaders can foster a positive work environment,
promote collaboration, and enhance motivation among team members, ultimately resulting in
better project outcomes. Additionally, clear and transparent communication practices can
reduce misunderstandings, prevent delays, and ensure that all stakeholders are aligned and
working towards the same goals. The findings of this study have significant implications for
construction project managers and practitioners in Jarso Woreda, highlighting the
importance of investing in team leadership and communication development to drive project
success in this region.

Keywords: ;Team leadership, communication practices, construction project performance,

Jarso Woreda.

VII
1.Introduction

1.1.Background of the Study

Construction industry has complexity in its nature because it contains a large number of parties such
as clients, contractors, consultants, stakeholders, shareholders, regulators and others. Construction
industry makes significant contributions to the socio-economic development process of a country. Its
importance emanates largely from the direct and indirect impact it has on all economic activities. It
contributes to the national output and stimulates the growth of other sectors through a complex
system of linkages. The United Naton Envronmental Programme is noted that about one-tenth of
the global economy is dedicated to constructing and operating homes and offices (UNEP, 1996).
UNEP further observes that the industry consumes one sixth to one half of the world‟s wood,
minerals, water and energy. It contributes to employment and creates income for the population
and has multiplier effects on the economy.

Leadership is key to success in any group activity (Bhangale and Devalkar, 2013; Liphadzi,
Aigbavboa and Thwala, 2015). The construction process is a group activity and teamwork is a major
character, thus requires leadership ((Bhangale and Devalkar, 2013). The industry is not only
multidisciplinary, but multi-tasking in nature. Successful project completion requires contributions
from many players, including designers, contractors, owners, and government agencies (Jung, Jeong
and Mills, 2014). The team players either integrate, cooperate or collaborate closely with each other in
the construction process. When considering that both qualified and unqualified labour force are
engaged to carry out diverse responsibilities in achieving the same set of objectives, the construction
task becomes more complex and leadership highly demanded. Projects processes that are well
coordinated and subjected under good leadership and control avail better productivity. The leader in
this case is often referred to as project manager. The major task of the project manager in
construction (Gharehbaghi and McManus, 2004) is to provide effective leadership throughout the life
of a construction project. Time is a more critical objective than cost and quality because each
leadership style impacts more on time.

Leadership is the ability to influence the behaviour of others to accomplish what is desired, while
leadership style is the way in which a leader achieves the influence (John & Herman, 2008; Limsila &
Ogunlana, 2008). This task of the leader is often more difficult in construction projects by virtue of
the diversity of individuals, multitude of organizations, various groups and teams that are managed in
the same production line (Oke and Gbadura, 2010). The success of a construction project has a strong
relationship with the competency of the leader (Nguyen, et al. 2004). Archer, Verster and Zulch
(2010) supported that leadership influences project success to a large extent, and the level of influence
depends on the competencies of the project manager, his characteristics, skills and leadership style. In
general, project leadership is important because what is required of a project manager is the ability to
in§ uence, motivate and organise team members so that they can deliver on project mandates (Tom,
2013). There are numerous skills that have been associated to be a good project management
leadership and they are not limited to; communication skills, management skills, ability to share
project vision with team members, decision making skills, § exibility, planning, honesty, delegation,
creativity, and being focused among others (Abdou, Yong & Othman, 2016). Since construction work
requires team efforts, leadership should have great impact on the performance of construction work
(Odusami et al, 2003).

Based on research conducted by Oshinubi (2007), a common problem that effect group's
performance was came from the project manager's leadership style itself. Among the specific issues
that are commonly encountered in the study by Oshinubi (2007) was the problem in the poorest of
effective leadership and the bigger problem is about management practices in the construction
industry, which will cause wasted time, unnecessary costs, and increases of errors in the
construction process or completed construction. In addition, if there are many mistakes made in the
management of the project manager, her/his credibility will be challenged and will influence an
organization's name.Previous research stated that one of the problems of unsuccessful construction
project is because of poor leadership skills as a project manager.

Communication is an important topic in the construction industry, as also reported in the literature.
Often problems in construction are referred to as communication problems [Emmerson 1962];
[Higgin andJessop 1965]; [Latham 1994]; [DETR 1998].Due to its specific characteristics, the industry
forms a complex communication environment. Construction is a fragmented and dynamic sector
with a projectbased nature. This makes that many stakeholders operate in frequently changing sets
of relationships which are contractually driven. The culture shows a reality of conflicts and lack of
mutual respect and trust [Dainty et al 2006].Since the early 1940s, literature on communication in
construction has appeared, mainly based on the situation in the UK [Emmitt and Gorse 2003].the
importance of improved communication in construction and the main factors influencing
communication are discussed.The efficiency and effectiveness of the construction process strongly
depend on the quality of communication. In literature four reasons are mentioned why
improvements in communication are needed. The first reason is that an improvement in the
communication within the building team [Higgin and Jessop 1965], in project teams [Thomas et al
1998] and between project manager and contractors[Franks 1998], [Somogyi 1999] could reduce
failure. Second, more open communication at all levels could lead to innovations [Lenard and
Eckersley 1997] and better technical solutions [Sörensen, in Atkinet al 2003]. Third, communication
improvements in early phases of projects would positively influence the quality as perceived by all

1
stakeholders involved [Emmit and Gorse 2003]; [Usmani and Winch 1993]. Finally, improved
communication during the briefing might lead to better decisionmaking, for example less haste in
moving to solutions and better ways of looking at the requirements first[Nutt 1988]; [Barrett 1995];
[Salisbury 1998].

1.2. Statement of the problem

The construction industry is a critical sector that plays a vital role in economic development and
infrastructure improvement. Despite its importance, construction projects often face various
challenges, including delays, cost overruns, and quality issues. Effective team leadership and
communication practices have been identified as key factors that can significantly influence the
performance of construction projects.

In the context of Jarso Woreda, there is a growing need to understand the specific dynamics of team
leadership and communication practices and their impact on construction project performance. This
is particularly important given the unique cultural and contextual factors that may exist in this
region.

This study aims to investigate the influence of team leadership and communication practices on
construction project performance in Jarso Woreda. By examining the specific factors that contribute
to successful project outcomes, this research will be seeks to provide valuable insights for project
managers, construction companies, and other stakeholders involved in the construction projects in
this region.

1.3.Research Questions and/or Hypothesis

1.What are the key team leadership and communication practices that have the most significant
impact on construction project performance in Jarso Woreda?

2.How do different team leadership styles (e.g., transformational, transactional, laissez-faire)

influence construction project performance in Jarso Woreda?

3.What is the relationship between effective communication practices (e.g., regular meetings, clear
expectations, feedback) and construction project performance in Jarso Woreda?

4.How do cultural and contextual factors in Jarso Woreda influence the effectiveness of team
leadership and communication practices on construction project performance?

5.How to improve team leadership and communication practices to enhance construction project
performance.

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1.4.Objective of the Study

1.4.1.General Objective

The general objective of this study is to investigate the influence of team leadership and
communication practices on construction project performance in Jarso Woreda.

1.4.2.Specific Objectives

To: identify the key team leadership and communication practices that have the most significant
impact on construction project performance in Jarso Woreda.

Assess the effectiveness of different team leadership styles (e.g., transformational, transactional,
laissez-faire) on construction project performance in Jarso Woreda.

Investigate the relationship between effective communication practices (e.g., regular meetings, clear
expectations, feedback) and construction project performance in Jarso Woreda.

Explore how cultural and contextual factors in Jarso Woreda influence the effectiveness of team
leadership and communication practices on construction project performance.

Provide recommendations for project managers and construction companies in Jarso Woreda on
how to improve team leadership and communication practices to enhance construction project
performance.

1.5.Significance of the Study

The significance of this study lies in its potential to provide valuable insights and practical
recommendations for improving construction project performance in Jarso Woreda. By
understanding the specific dynamics of team leadership and communication practices in this region,
the study can help project managers, construction companies, and other stakeholders identify the
most effective strategies and practices to enhance project outcomes.

The findings of this study can also contribute to the broader understanding of the influence of team
leadership and communication practices on construction project performance, which can be applied
in other regions and contexts. Additionally, the study’s focus on the unique cultural and contextual

3
factors in Jarso Woreda can help bridge the gap between theoretical knowledge and practical
application in the construction industry.

Overall, the significance of this study lies in its potential to drive positive change and improve
construction project outcomes in Jarso Woreda, while also contributing to the broader knowledge
base in the field of construction management.

1.6.Scope of the Study

The scope of this study is focused on investigating the influence of team leadership and
communication practices on construction project performance in Jarso Woreda. The study will
examine the specific factors that contribute to successful project outcomes in this region, including
the impact of different team leadership styles, effective communication practices, and cultural and
contextual factors.

The study will be conducted in Jarso Woreda, and will involve a combination of qualitative and
quantitative research methods, such as interviews, surveys, and case studies. The research will be
conducted in collaboration with local construction companies, project managers, and other
stakeholders, who will provide valuable insights and data to support the study’s objectives.

The study’s findings will be presented in a comprehensive research report, which will include a
detailed analysis of the data, recommendations for improving team leadership and communication
practices, and implications for future research and practice in the construction industry in the
Woreda.

1.7.Methodological Limitation of the Study (Optiona)

While this study aims to provide valuable insights into the influence of team leadership and
communication practices on construction project performance in Jarso Woreda, there are several
methodological limitations that should be considered:

1.Sample Size: The study’s sample size may be limited, which could impact the generalizability of the
findings to the broader construction industry in Jarso Woreda. Increasing the sample size could help
to address this limitation.

2.Measurement Tools: The study’s measurement tools, such as surveys and interviews, may not
capture all the relevant factors that influence construction project performance. Using a more
comprehensive set of measurement tools could help to address this limitation.

4
3.Contextual Factors: The study’s focus on team leadership and communication practices may not
fully account for the influence of other contextual factors, such as project size, project duration, and
project complexity, on construction project performance. Including these factors in the analysis
could help to provide a more complete understanding of the relationship between team leadership
and communication practices and project performance.

4.Cultural and Contextual Factors: The study’s focus on Jarso Woreda may limit the generalizability
of the findings to other regions or contexts. Conducting similar research in other regions could help
to provide a more comprehensive understanding of the influence of team leadership and
communication practices on construction project performance.

Addressing these methodological limitations could help to strengthen the study’s findings and
provide a more complete understanding of the influence of team leadership and communication
practices on construction project performance in Jarso Woreda.

1.8.Operational Definition

In this study, the influence of team leadership and communication practices on construction project
performance in Jarso Woreda will be operationalized as the relationship between specific team
leadership and communication practices and the outcomes of construction projects in this region.

The study will focus on the following key variables:

1.Team Leadership Practices: This variable will include the specific team leadership styles and
practices that are implemented in construction projects in Jarso Woreda, such as transformational
leadership, transactional leadership, and laissez-faire leadership.

2.Communication Practices: This variable will include the specific communication practices that are
used in construction projects in Jarso Woreda, such as regular meetings, clear expectations, and
feedback.

3.Construction Project Performance: This variable will include the specific outcomes and metrics that
are used to assess the success and effectiveness of construction projects in Jarso Woreda, such as
project completion time, project cost, customer satisfaction, and quality of work.

The study will use a combination of qualitative and quantitative research methods, such as
interviews, surveys, and case studies, to collect data on these key variables and analyze the
relationship between them. The findings of the study will provide valuable insights into the influence

5
of team leadership and communication practices on construction project performance in Jarso
Woreda, and will inform recommendations for improving project outcomes in this region.

1.9.Organization of the Thesis proposal

The thesis proposal will be organized into seven chapters.

Chapter 1 deals with introduction part which includes , Background and context of the
study,Research problem and objectives of the study, Significance of the study ,Scope and limitations
of the study.

Chapter 2.deals with Literature Review ,which includes,Overview of team leadership and
communication practices in construction projects,The influence of team leadership and
communication practices on construction project performance,Cultural and contextual factors in
study area.

Chapter3.deals with Methodology of the study which includes,Research design (qualitative and
quantitative) ,Data collection methods (interviews, surveys, case studies),Data analysis
techniques ,Sampling and sample size considerations.

Chapter 4.deals with Results of the study that includes, Overview of the findings ,Analysis of the
relationship between team leadership and communication practices and construction project
performance in Jarso Woreda,Identification of key factors and practices that influence project
outcomes

Chapter5.deals with Discussion of the study which includes,Interpretation of the findings in the
context of Jarso Woreda with existing literature and research , Implications for practice and future
research

Chapter 6 deals with.Recommendations of the study which includes,Practical recommendations for

improving team leadership and communication practices in construction projects in Jarso
Woreda ,Suggestions for further research and exploration.

Chapter 7.deals with Conclusion part which includes,Summary of the key findings and implications,
Reflection on the significance of the study and its potential impact on the construction industry in
Jarso Woreda.

6
2.Review of Related Literature

2.1.Introduction

Team leadership and communication practices play a crucial role in the success of construction
projects. Effective team leadership and communication can significantly improve project
performance, while poor practices can lead to various issues such as delays, cost overruns, and low-
quality work.

Team leadership involves guiding and motivating team members to work towards a common goal. A
good leader can help to create a positive work environment, foster collaboration, and encourage
open communication. In a construction project, a skilled leader can help to prevent conflicts, resolve
issues promptly, and keep the team focused and motivated. Additionally, a leader who is
knowledgeable about the project and its objectives can help to ensure that everyone is working
towards the same goals and understands their responsibilities.

Effective communication is essential for successful team leadership in construction projects. Clear
and concise communication can help to prevent misunderstandings, reduce errors, and improve
collaboration. A good communication system can help to keep everyone informed about project
progress, changes in plans, and deadlines. Additionally, effective communication can help to
encourage feedback and suggestions for improvement, which can lead to better project outcomes.

In Jarso woreda, team leadership and communication practices can have a significant impact on
construction project performance. By implementing effective leadership and communication
strategies, project managers can help to improve team cohesion, reduce conflicts, and enhance
overall project success.

2.2.Theoretical Review

Team leadership and communication practices play a crucial role in the success of construction
projects. Effective team leadership can improve project performance by fostering a positive work
environment, promoting collaboration, and enhancing motivation among team members. Good
communication practices, on the other hand, can help to prevent misunderstandings, reduce
conflicts, and ensure that everyone is on the same page.

Team leadership refers to the ability of a leader to inspire, motivate, and guide their team towards a
common goal. A good leader can create a sense of belonging and purpose among team members,

7
which can lead to increased productivity and job satisfaction. Effective team leaders are also able to
delegate tasks and responsibilities, provide feedback and support, and make decisions that benefit
the team as a whole.

Effective communication is essential for any successful team, and construction projects are no
exception. Good communication practices can help to prevent misunderstandings, reduce conflicts,
and ensure that everyone is on the same page. Effective communication can also help to improve
collaboration and teamwork, which can lead to better project outcomes.

2.3.Empirical Review

There have been numerous empirical studies conducted to investigate the influence of team
leadership and communication practices on the performance of construction projects. These studies
have consistently shown that effective team leadership and communication practices can have a
positive impact on project performance.

For example, a study conducted by Lengnick-Hall and Moritz (2003) found that effective team
leadership and communication practices were associated with improved project outcomes, including
higher levels of customer satisfaction and increased profitability. Another study by Müller and
Turner (2007) found that effective communication practices were associated with reduced conflicts
and improved collaboration among team members, which in turn led to better project outcomes.

Similarly, a study by Dvir and Lechler (2004) found that effective team leadership was associated
with increased motivation and job satisfaction among team members, which can lead to improved
project performance. Another study by Cooke and Rousseau (2005) found that effective
communication practices were associated with improved trust and cooperation among team
members, which can also contribute to better project outcomes.

2.4.Conceptual and/or Theoretical Framework

2.4.1.Theoretical Framework

The theoretical framework for the influence of team leadership and communication practices on
construction project performance can be explained using various theories and models from the field
of organizational psychology and project management.

One of the key theories that can be used to explain the influence of team leadership and
communication practices on project performance is the Team Leadership Theory (TMT). This theory
posits that effective team leadership can improve team performance by fostering a positive work

8
environment, promoting collaboration, and enhancing motivation among team members. Effective
team leaders are able to inspire, motivate, and guide their team towards a common goal, which can
lead to increased productivity and job satisfaction.

Another important theory that can be used to explain the influence of team leadership and
communication practices on project performance is the Communication Theory of Organizational
Climate. This theory posits that effective communication practices can help to prevent
misunderstandings, reduce conflicts, and ensure that everyone is on the same page. Effective
communication can also help to improve collaboration and teamwork, which can lead to better
project outcomes.

In addition to these theories, various models and frameworks from the field of project management
can also be used to explain the influence of team leadership and communication practices on project
performance. For example, the Project Management Body of Knowledge (PMBOK) provides a
framework for managing projects effectively, which includes elements such as team management,
communication management, and leadership.

Figure:1. Star model

Source:-(Jay 1960)

2.4.2.Conceptual Framework (A conceptual model is constructed if needed)

Thisis a model/schematic diagram that will be elaborates the relationship between independent
variables and dependent variables used in this research. The conceptual framework for the research
is presented below:

9
Figure: 2.Conseptual frameworkmodel

Source: from the internet

2.5.Conclusion

In conclusion, the review of related literature suggests that team leadership and communication
practices play a crucial role in the success of construction projects. Effective team leadership can
improve team cohesion, motivation, and commitment, leading to better project performance.
Additionally, effective communication practices can enhance understanding, reduce conflicts, and
improve collaboration among team members, ultimately resulting in improved project outcomes. By
implementing strategies that promote effective team leadership and communication, construction
project managers can enhance the performance of their projects and achieve better results.

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3..Research Design and Methods

The research design for this study a mixed-methods approach, combining both qualitative and
quantitative research methods to provide a comprehensive understanding of the influence of team
leadership and communication practices on construction project performance in Jarso Woreda.

The specific research methods that will be used are as follows:

Interviews: In-depth interviews will be conducted with key stakeholders, including project managers,
team leaders, and construction professionals, to gather qualitative data on the specific team
leadership and communication practices that are used in construction projects in Jarso Woreda. The
interviews will be conducted using a semi-structured approach, with open-ended questions that
allow for in-depth exploration of the participants’ experiences and perspectives.

Surveys: Surveys will be distributed to a representative sample of construction professionals in Jarso

Woreda, including project managers, team leaders, and construction workers, to gather quantitative
data on the specific team leadership and communication practices that are used in construction
projects in this region. The surveys will be designed to capture the frequency, effectiveness, and
perceived impact of different team leadership and communication practices on construction project
performance.

Case Studies: Case studies will be conducted in collaboration with local construction companies to
provide in-depth, contextual insights into the specific team leadership and communication practices
that are used in construction projects in Jarso Woreda. The case studies will involve a combination of
qualitative and quantitative data, including interviews, surveys, and observations, to provide a
comprehensive understanding of the relationship between team leadership and communication
practices and construction project performance in this region.

The data collected from these research methods will be analyzed using appropriate statistical and
qualitative analysis techniques, such as regression analysis, factor analysis, and thematic analysis, to
identify the specific team leadership and communication practices that are most strongly associated
with improved construction project performance in Jarso Woreda.

11
The research design and methods used in this study will provide a comprehensive and rigorous
approach to understanding the influence of team leadership and communication practices on
construction project performance in Jarso Woreda, and will help to inform recommendations for
improving project outcomes in this region.

3.1.Introduction

The construction industry is a critical driver of economic growth and development in many regions,
including Jarso Woreda. However, construction projects are often plagued by challenges such as
delays, cost overruns, and quality issues, which can have significant consequences for project
stakeholders, including clients, contractors, and the broader community.

One key factor that has been identified as a potential influence on construction project performance
is the quality of team leadership and communication practices. Effective team leadership and
communication can help to improve collaboration, coordination, and accountability among project
team members, which can ultimately lead to better project outcomes.

Despite the recognized importance of team leadership and communication practices in construction
project performance, there is still a significant gap in our understanding of how these factors
influence project success in specific regional contexts, such as Jarso Woreda.

This study aims to address this knowledge gap by conducting a mixed-methods research
investigation that examines the influence of team leadership and communication practices on
construction project performance in Jarso Woreda. The research will use a combination of
qualitative and quantitative research methods, including interviews, surveys, and case studies, to
provide a comprehensive and contextual understanding of the relationship between team
leadership and communication practices and project outcomes in this region.

The findings of this study will provide valuable insights into the specific team leadership and
communication practices that are most strongly associated with improved construction project
performance in Jarso Woreda, and will help to inform recommendations for improving project
outcomes in this region.region

3.2.Study Context or Description of the Study Area/Organization

Jarso District is one of the districts in the Oromia Regional East Hararghe zone administration. The
district is located 561 km from the capital city of Ethiopia finfine and 36 km from east hararghe
zone administrative center known as Harar cities .

12
The district was bordered with To the east –Gursum and Cinaksan district,To the west – Kombolcha
District,To the North- Somali Region and Dirre Dawa Municipality, and To the South- Harare Regional
State.

Jarso district is divided into 19 Peasant associations and 2 municipalities and has an area of land
coverage of 63,300 hectares.Out of the total 63,300 hectares of land in Jarso District, 12,106
hectares are agricultural/cultivated land , 1,175 hectares are pasture land, 14,647 hectares are forest
land, 2736 hectares of land used for social services and 6127 hectares are uncultivated land.While
the average land property of a household is 0.25 hectares.Ejersa Goro is its administrative center
which is divided into 2 kebeles.

Total Population of the district is 83,694 males ,81433 females and Out of a total of 165,127, 97% is
living in the rural and 3% is living in urban. From total population, Under-five is 5,177 ,Under-one is
5,387 and crude population density is of 339 persons per km2 . The Household farmers was 18,706
males and 1078 females for a total of 19,784.

Jarso is characterized by a great variety of agroclimatic zones which range in altitude from 1050 to
3060 Meter above sea level: highlands (39%), mid-lands (33%), and lowlands (28%), with
temperatures of 14 0c - 25 0c in degree-Celsius. Thus, highlands and lowlands have strong
differences in temperature and rainfall, thus crops and vegetation are also completely
distinct.Topography of the land ,Mountainous Land is 40%,Flat land is 10% and up and down land is
50%.The rain fall condition of the district :The annual rainfall is ranges from 500 to 950 mm and the
rainfall pattern is divided into two categories. Spring rains start on February 15 and last until the end
of May, while summer rains start on October 15 and last until late February or early October.

however, the Summer rains last from early October to late February or early February.Due to illegal
degradation of natural resources, widespread desertification, climate change and lack of rainfall are
perennial .

The main products of the district are :- Food Grains(Wheat,Maize,Sorghum.Barely and

Oats),Vegetables are (Potatoes,round cabbage, onion,Garlic, Cheel) and Cash Crop(khat and Coffee).

Although the climate of the district is suitable for various types of production,The problem is Crop
disease,Crop weeds and traditional rodents

It is adding to the backwardness of agriculture and reducing agricultural productivity.

Livestock resources of the District is 63244 cattle, 67130 goats , 41521 sheeps , 13785 donkeys ,
3313 camels ,64433 hens and 6472 bee hive's.The yield from these resources is very low due to lack
of fodder, various livestock diseases and backward livestock breeding.The coverage of health
facilities of the district are:-5 health centers ,23 health posts

13
Figure:3 Map of Jarso woreda(Study area)

Source : From google.

3.3.Research Approach

The research approach for this study will be a mixed-methods approach, combining both qualitative
and quantitative research methods to provide a comprehensive understanding of the influence of
team leadership and communication practices on construction project performance in Jarso
Woreda.

The specific research methods that will be used are as follows:

Interviews: In-depth interviews will be conducted with key stakeholders, including project managers,
team leaders, and construction professionals, to gather qualitative data on the specific team
leadership and communication practices that are used in construction projects in Jarso Woreda. The
interviews will be conducted using a semi-structured approach, with open-ended questions that
allow for in-depth exploration of the participants’ experiences and perspectives.

14
1.Surveys: Surveys will be distributed to a representative sample of construction professionals in
Jarso Woreda, including project managers, team leaders, and construction workers, to gather
quantitative data on the specific team leadership and communication practices that are used in
construction projects in this region. The surveys will be designed to capture the frequency,
effectiveness, and perceived impact of different team leadership and communication practices on
construction project performance.

2.Case Studies: Case studies will be conducted in collaboration with local construction companies to
provide in-depth, contextual insights into the specific team leadership and communication practices
that are used in construction projects in Jarso Woreda. The case studies will involve a combination of
qualitative and quantitative data, including interviews, surveys, and observations, to provide a
comprehensive understanding of the relationship between team leadership and communication
practices and construction project performance in this region.

The data collected from these research methods will be analyzed using appropriate statistical and
qualitative analysis techniques, such as regression analysis, factor analysis, and thematic analysis, to
identify the specific team leadership and communication practices that are most strongly associated
with improved construction project performance in Jarso Woreda.

The research approach used in this study will provide a comprehensive and rigorous approach to
understanding the influence of team leadership and communication practices on construction
project performance in Jarso Woreda, and will help to inform recommendations for improving
project outcomes in this region.

3.4.Research Design

The research design for this study will be a mixed-methods approach, combining both qualitative
and quantitative research methods to provide a comprehensive understanding of the influence of
team leadership and communication practices on construction project performance in Jarso
Woreda.

The specific research methods that will be used are as follows. Interviews: In-depth interviews will
be conducted with key stakeholders, including project managers, team leaders, and construction
professionals, to gather qualitative data on the specific team leadership and communication
practices that are used in construction projects in Jarso Woreda.

1.The interviews will be conducted using a semi-structured approach, with open-ended questions
that allow for in-depth exploration of the participants’ experiences and perspectives.

15
2. Surveys: Surveys will be distributed to a representative sample of construction professionals in
Jarso Woreda, including project managers, team leaders, and construction workers, to gather
quantitative data on the specific team leadership and communication practices that are used in
construction projects in this region. The surveys will be designed to capture the frequency,
effectiveness, and perceived impact of different team leadership and communication practices on
construction project performance.

3. Case Studies: Case studies will be conducted in collaboration with local construction
companies to provide in-depth, contextual insights into the specific team leadership and
communication practices that are used in construction projects in Jarso Woreda. The case
studies will involve a combination of qualitative and quantitative data, including interviews,
surveys, and observations, to provide a comprehensive understanding of the relationship
between team leadership and communication practices and construction project
performance in this region.

The data collected from these research methods will using appropriate statistical and
qualitative analysis techniques, such as regression analysis, factor analysis, and thematic
analysis, to identify the specific team leadership and communication practices that are most
strongly associated with improved construction project performance in Jarso Woreda.

The research design used in this study will provide a comprehensive and rigorous approach
to understanding the influence of team leadership and communication practices on
construction project performance in Jarso Woreda, and will help to inform
recommendations for improving project outcomes in this region

3.5.Target Population

The target population for this study will be construction professionals in Jarso Woreda,
including project managers, team leaders, and construction workers. The specific inclusion
criteria for the target population will be as follows:

1.Project managers: Project managers who have experience managing construction projects
in Jarso Woreda will be included in the study. This will include project managers who are
currently working on active construction projects, as well as those who have previously
managed construction projects in this region.

16
2.Team leaders: Team leaders who have experience leading construction teams in Jarso
Woreda will be included in the study. This will include team leaders who are currently
working on active construction projects, as well as those who have previously led
construction teams in this region.

3.Construction workers: Construction workers who have experience working on

construction projects in Jarso Woreda will be included in the study. This will include
construction workers who are currently working on active construction projects, as well as
those who have previously worked on construction projects in this region.

The target population will be selected using a combination of purposive and random sampling
methods, to ensure that the sample is representative of the broader population of construction
professionals in Jarso Woreda. The specific sampling approach that will be used will be determined
based on the research questions and objectives of the study, as well as the available resources and
constraints.

3.6.Sampling Technique

The sampling technique for this study will be a combination of purposive and random sampling
methods, to ensure that the sample is representative of the broader population of construction
professionals in Jarso Woreda.

The specific sampling approach that will be used is as follows:

1.Purposive sampling: Purposive sampling will be used to select a diverse and representative

sample of construction professionals in Jarso Woreda. This will involve identifying key stakeholders,
such as project managers, team leaders, and construction workers, who have experience working on
construction projects in this region. The purposive sampling approach will be used to ensure that the
sample includes a diverse range of perspectives and experiences, and that the study is able to
capture the specific team leadership and communication practices that are used in construction
projects in Jarso Woreda.

2.Random sampling: Random sampling will be used to select a representative sample of construction
professionals in Jarso Woreda. This will involve using a random number generator to select a
random sample of construction professionals from the broader population. The random sampling
approach will be used to ensure that the sample is representative of the broader population, and

17
that the study is able to capture the specific team leadership and communication practices that are
used in construction projects in this region.

The sampling technique used in this study will provide a comprehensive and representative
approach to understanding the influence of team leadership and communication practices on
construction project performance in Jarso Woreda, and will help to inform recommendations for
improving project outcomes in this region.

3.7.Sample Size and Procedure

The sample size for this study will be determined based on the specific research questions and
objectives, as well as the available resources and constraints. The sample size will be calculated
using appropriate statistical analysis techniques, such as power analysis, to ensure that the study has
sufficient statistical power to detect meaningful differences in construction project performance.

The specific sample size calculation approach that will be used is as follows:

Power analysis: Power analysis will be conducted to determine the minimum sample size required
to detect meaningful differences in construction project performance. This will involve using
statistical software, such as G*Power, to calculate the required sample size based on the specific
research questions and objectives, as well as the expected effect size and level of statistical
significance.

The sample size calculation procedure will involve the following steps:

Determine the desired level of statistical significance (e.g., α = 0.05).

Estimate the expected effect size (e.g., Cohen’s d = 0.5).

Use the power analysis software to calculate the required sample size based on the desired level of
statistical significance and the expected effect size.

The sample size calculation procedure will provide a comprehensive and rigorous approach to
determining the appropriate sample size for this study, and will help to ensure that the study has
sufficient statistical power to detect meaningful differences in construction project performance in
Jarso Woreda.

The sample size and procedure used in this study will provide a comprehensive and representative
approach to understanding the influence of team leadership and communication practices on

18
construction project performance in Jarso Woreda, and will help to inform recommendations for
improving project outcomes in this region.

3.8. Data Types and Sources

The data types and sources for this study will be as follows:

Quantitative data: Quantitative data will be collected using structured surveys and questionnaires, to
capture the specific team leadership and communication practices that are used in construction
projects in Jarso Woreda. The quantitative data will include both categorical and continuous
variables, such as the frequency, effectiveness, and perceived impact of different team leadership
and communication practices on construction project performance.

Qualitative data: Qualitative data will be collected using in-depth interviews and case studies, to
provide a comprehensive understanding of the specific team leadership and communication
practices that are used in construction projects in Jarso Woreda. The qualitative data will include
both open-ended and closed-ended responses, as well as descriptive and narrative data, to capture
the specific contextual factors and experiences that influence the relationship between team
leadership and communication practices and construction project performance.

The data types and sources used in this study will provide a comprehensive and rigorous approach to
understanding the influence of team leadership and communication practices on construction
project performance in Jarso Woreda, and will help to inform recommendations for improving
project outcomes in this region.

3.9. Data Instrumentation/Data Collection Techniques

The data instrumentation and data collection techniques for this study will be as follows:Structured
surveys and questionnaires: Structured surveys and questionnaires will be used to collect
quantitative data on the specific team leadership and communication practices that are used in
construction projects in Jarso Woreda. The surveys and questionnaires will include both categorical
and continuous variables, such as the frequency, effectiveness, and perceived impact of different
team leadership and communication practices on construction project performance.

In-depth interviews: In-depth interviews will be conducted with key stakeholders, such as project
managers, team leaders, and construction workers, to provide a comprehensive understanding of
the specific team leadership and communication practices that are used in construction projects in
Jarso Woreda. The interviews will include both open-ended and closed-ended questions, as well as

19
descriptive and narrative data, to capture the specific contextual factors and experiences that
influence the relationship between team leadership and communication practices and construction
project performance.

Case studies: Case studies will be conducted to provide a detailed and contextual understanding of
the specific team leadership and communication practices that are used in construction projects in
Jarso Woreda. The case studies will include both quantitative and qualitative data, and will provide a
comprehensive analysis of the specific team leadership and communication practices that are used
in construction projects in this region.

The data instrumentation and data collection techniques used in this study will provide a
comprehensive and rigorous approach to understanding the influence of team leadership and
communication practices on construction project performance in Jarso Woreda, and will help to
inform recommendations for improving project outcomes in this region.

3.10.Data Analysis/Data Treatment Techniques

The data analysis and data treatment techniques for this study will be as follows:

Descriptive statistics: Descriptive statistics will be used to summarize the key findings and results
from the data analysis. This will involve calculating the mean, median, and standard deviation for the
quantitative data, as well as providing a qualitative summary of the findings from the qualitative
data.

1.Inferential statistics: Inferential statistics will be used to test the hypotheses and assess the
significance of the findings. This will involve conducting statistical tests, such as ANOVA and
regression analysis, to determine the relationship between team leadership and communication
practices and construction project performance

2.Data visualization: Data visualization techniques will be used to present the key findings and
results in a clear and concise manner. This will involve creating graphs, charts, and other visual
representations of the data, to help illustrate the specific team leadership and communication
practices that are associated with improved construction project performance in the study area..

3.Qualitative analysis: Qualitative analysis techniques will be used to analyze the qualitative data and
provide a comprehensive understanding of the specific team leadership and communication
practices that are used in construction projects in the Woreda. This will involve conducting thematic
analysis, to identify the key themes and patterns in the data, and to provide a qualitative summary
of the findings.

3.11.Data Quality Assurance: Trust worthiness(qualitative) and/or Validity &

Reliability(quantitative)

20
The data quality assurance for this study will involve ensuring the trustworthiness, validity, and
reliability of the data collected. This will be achieved through the following methods:

Trustworthiness (qualitative):

1.Triangulation: Triangulation will be used to ensure the trustworthiness of the qualitative data by
combining data from multiple sources, such as interviews, case studies, and observations. This will
help to provide a comprehensive and robust understanding of the specific team leadership and
communication practices that are used in construction projects in the study area..

2.Peer debriefing: Peer debriefing will be conducted with other researchers and experts in the field
to ensure the trustworthiness of the qualitative data. This will involve discussing the findings and
methodology with other researchers, to ensure that the data has been collected and analyzed in a
rigorous and reliable manner.

Validity & Reliability (quantitative):

1.Validity: The validity of the quantitative data will be ensured by using established and validated
measurement instruments, such as surveys and questionnaires, to collect the data. This will help to
ensure that the data accurately reflects the specific team leadership and communication practices
that are used in construction projects in Jarso Woreda.

2.Reliability: The reliability of the quantitative data will be ensured by using standardized and
consistent data collection procedures, such as using the same survey or questionnaire for all
participants. This will help to ensure that the data is collected in a consistent and reliable manner,
and that the findings can be generalized to other construction projects in Jarso Woreda.

3.12.Ethical Consideration

The following ethical considerations will be taken into account in conducting this study:

1.Informed consent: Informed consent will be obtained from all participants, including project
managers, team leaders, and construction workers, to ensure that they understand the purpose,
procedures, and potential risks and benefits of participating in the study. This will involve providing
participants with a clear and comprehensive explanation of the study, as well as obtaining their
written consent to participate.

2.Confidentiality and anonymity: All data collected will be kept confidential and anonymous to
protect the privacy and confidentiality of the participants. This will involve using pseudonyms or
other methods to identify participants, and ensuring that the data is stored securely and only
accessed by authorized personnel.

21
3.Fairness and non-discrimination: The study will be conducted in a fair and non-discriminatory
manner, to ensure that all participants have an equal opportunity to participate and benefit from the
study. This will involve avoiding any bias or discrimination in the selection of participants, the
collection and analysis of data, and the interpretation and reporting of the findings.

4.Respect for cultural and social norms: The study will be conducted in a manner that respects the
cultural and social norms of the participants and the community in Jarso Woreda. This will involve
being sensitive to any cultural or social sensitivities, and ensuring that the study is conducted in a
way that is respectful and appropriate for the context.

5.Minimization of harm: The study will be conducted in a way that minimizes any potential harm to
the participants or the community in Jarso Woreda. This will involve ensuring that the study is
conducted in a safe and ethical manner, and that any potential risks or harms are identified and
mitigated.

3.13.Dissemination of Results

The results of this study will be disseminated to the relevant stakeholders, including project
managers, team leaders, construction workers, and other interested parties in Jarso Woreda. This
will be achieved through the following methods:

1.Research report: A comprehensive research report will be prepared, which will include a detailed
analysis of, conclusions, and recommendations. This report will be made available to the participants
and other stakeholders, to ensure that they have access to the key findings and insights from the
study.

2.Presentations and workshops: The findings of the study will be presented to the participants and
other stakeholders through a series of presentations and workshops. This will involve providing a
clear and concise overview of the key findings and recommendations, as well as facilitating
discussions and Q&A sessions to ensure that the findings are understood and can be applied in
practice.

3.Case studies and success stories: The study will identify specific team leadership and
communication practices that are associated with improved construction project performance in
Jarso Woreda. These practices will be highlighted in a series of case studies and success stories,
which will be shared with the participants and other stakeholders to provide concrete examples of
how the findings can be applied in practice.

4.Policy and practice recommendations: Based on the findings of the study, policy and practice
recommendations will be developed to help improve team leadership and communication practices
in construction projects in Jarso Woreda. These recommendations will be shared with the relevant

22
 stakeholders, to ensure that they have access to the evidence-based guidance they need to make
informed decisions and improve project outcomes.

3.14.Work Plan and Budget Breakdown

3.14.1.Work Plan

Table 1.Activity breakdown

S.N. Activities Time

2 Preparing data collection instruments and getting approval of advisors

3 Contacting and getting permission from sample universities by sending Jun- 2024
letter of request for participation

4 Obtaining the sampling frame from all the sample universities and
conducting pilot testing on the instruments

5 Collecting both the qualitative and quantitative data May- September

2024
6 Analyzing the collected data

7 Final write-up September-October

2024

8 Submitting the final Thesis November 2024

9 Defense January 2024

3.14.2.Budget Breakdown

3.14.2.1 Personal expense

Table 2 personal expense plan

No. Item Per diem in No. of No. of Total Cost in EtB Remark
EtB Days Persons

1. Researcher’s Per- 200.00 40 1 8,000

diem

2. Supervision Fee 200.00 1 2000.00

23
3. -

Sub-total 10,000

3.14.2.2.Transport cost

Table.3 Transport Cost plan

No. Mode of No. of Departure Destination Unit Total Cost

Transportation Days/Rounds price

1. Vehicles/Car - - - - 4,200.00
Rent/Transport

Sub-total 4,200.00

3.14.2.3.Budget Summary

Table.4. Plan of Budget summary

No. Categories Sub-total/in Birr

1. Personnel Expenses 10,000.00

2. Transport Costs 4,200.00

Grand totals 14,200.00

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√Appendices

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