Leadership Development and the Sustainability of Public– Private Partnerships Healthcare Projects in Nairobi at the Center for International Health, Education, and Biosecurity in Nairobi, Kenya

Lilian Nguli, Calistus Luhombo, and Jonathan Omuchesi
The Catholic University of Eastern Africa
Email: lilianflavian@gmail.com

Abstract: Public–Private Partnerships (PPPs) are increasingly recognized as critical drivers of sustainable development, particularly in healthcare, where they provide innovative, cost-efficient solutions to complex service delivery and infrastructure challenges. The sustainability of PPP projects, however, largely depends on effective project management leadership. This study examined the influence of leadership on the sustainability of PPP healthcare projects implemented by the Center for International Health, Education, and Biosecurity (CIHEB) in Nairobi. Four dimensions were explored: leadership styles, leadership skills, leadership experience, and leadership development. A convergent parallel research design was adopted, integrating quantitative and qualitative approaches. From a target population of 404 CIHEB staff, a stratified random sample of 201 participants was selected. Data were collected through structured questionnaires and interview guides, with reliability confirmed using Cronbach’s alpha (r ≥ 0.70). Validity was ensured through content, construct, and face validation. Data were analyzed using descriptive and inferential statistics, including correlation and multiple regression in SPSS 29.0. Results revealed that leadership skills, experience, and particularly leadership development significantly enhance PPP project sustainability, while leadership styles alone did not independently predict outcomes. The study concludes that strengthening leadership development and capacity building is vital to ensuring the long-term sustainability of PPP healthcare initiatives in Nairobi.