Effect of Project Leadership on the Performance of Kinazi Dairy Project, Rwanda

Uwimana Rubura Modeste and Samuel Wabala Wakuloba
University of Kigali
Email: modurub@gmail.com
https://orcid.org/0009-0003-3008-8170

Abstract: The general objective of this study was to examine the effect of project leadership on the performance of KinaziDairy Project in Rwanda. The study specifically assessed the influence of participative leadership, transformational leadership, situational leadership, and transactional leadership on project performance. A descriptive and correlational research design was adopted to describe existing leadership practices and to determine relationships between leadership styles and project performance. A census technique was applied to include the entire population. Data analysis was conducted using the Statistical Package for the Social Sciences (SPSS) version 29. The regression findings revealed that participative leadership had a positive and significant effect on performance of Kinazi Dairy Project in Rwanda with B = 0.221, t = 4.233, and p = 0.000. Transformational leadership also had a positive and significant effect on performance of Kinazi Dairy Project with B = 0.324, t = 6.977, and p = 0.000. Situational leadership had a positive and significant effect on performance of Kinazi Dairy Project with B = 0.309, t = 7.043, and p = 0.000. Transactional leadership also had a positive and significant effect on performance of Kinazi Dairy Project with B = 0.107, t = 2.139, and p = 0.034. The study concluded that participative leadership, transformational leadership, situational leadership, and transactional leadership significantly improve performance of Kinazi Dairy Project in Rwanda. Therefore, Kinazi Dairy Project should strengthen leadership practices through staff participation, motivation, flexible leadership, clear expectations, and recognition of achievement to improve project performance.