Project Leadership Practices and Performance of Water Projects in Nairobi City County, Kenya

Abstract

The County Government of Nairobi, in partnership with various stakeholders, has invested in water projects such as the construction of boreholes and the distribution of water tanks. Despite these efforts, there has been a shortage of domestic water in Nairobi City County due to the non-functionality of some initiated water projects, emerging as a significant barrier to national development. This poses a considerable challenge to realizing Vision 2030 and SDG 6 across Kenya if the issue of underperforming water projects is not addressed, particularly in Nairobi City County. Obstacles affecting water projects in Nairobi include communication barriers and inefficiencies, which can be tackled through effective leadership. Therefore, this study aimed to assess the impact of project leadership practices on the performance of water projects in Nairobi City County, Kenya. Specifically, the study sought to evaluate performance of water projects, explore leadership practices, and determine how these practices influence project outcomes. The study was underpinned by the trait theory of leadership, human capital theory, goal-setting theory, and the theory of constraints. An explanatory survey design was adopted, targeting 90 staff involved in projects within Nairobi City County, alongside 1,000 beneficiaries as the study population. Census and stratified random sampling methods were employed for data collection. A pre-test was conducted in Machakos County, which neighbours Nairobi, where 29 respondents—representing 10% of the sample—were purposively selected to test the questionnaire’s reliability. Experts and supervisors helped validate the questionnaire. Primary data was collected via a semi-structured questionnaire. Quantitative data were analysed using frequencies, percentages, and multiple regression analysis, while qualitative data presented in prose were analysed through content analysis. Assumptions of multiple regression analysis, including normality, linearity, and multicollinearity, were tested as part of diagnostic procedures. Quantitative findings were presented in tables and figures. Results indicated that while 47 (74.6%) of project managers and committee members agreed that quality evaluations aimed to ensure efficient water resource management were necessary, 98 (58.0%) beneficiaries were largely satisfied with the water projects, 95 (56.2%) expressed high satisfaction with water quality, and surprisingly, 58 (34.3%) were largely satisfied with the user fees for accessing water resources. Additionally, 43 (68.3%) respondents valued leadership experience for its notable contribution to project performance, 42 (66.7%) preferred leadership style, and 38 (60.3%) emphasised leadership skills. The data showed that leadership styles (β=.455, p<0.05) had the greatest positive and significant effect on performance of water projects, followed by leadership experience (β=.321, p<0.05), and then leadership skills (β=.190, p<0.05). Leadership practices all had a positive correlation with project performance. Resultantly, the study concluded that there was a significant relationship between project leadership practices and performance of water projects in Nairobi City County, Kenya. Consequently, the study recommended that project managers working on water projects in Kenya should prioritise leadership styles over experience and skills. Human resource practitioners should focus budget allocations on improving leadership styles more than experience and skills. Future studies should explore other factors not covered in this research that may influence project performance.