Effect of Soft Leadership Styles on Performance of Rural Development Project: A Case of Terimbere Rural Integrated Partnership Organization in Musanze District, Rwanda
Kayondo Francis & Gachiri Wilson
Department of Project Management, Faculty of Business Administration
University of Kigali, Rwanda.
Email: francianos@rocketmail.com
Abstract: This study aimed to investigate the effect of leadership styles on performance of rural development project, a case of Terimbere Rural Integrated Partnership (TRIP) organization in Musanze district. The study focuses on the effect of autocratic leadership, democratic leadership, free-rein leadership and transformational leadership styles on project performance. This study used both descriptive and correlational research designs. The study population was 167 individuals and 113 respondents were determined by table of Krejcie & Morgan. Questionnaire and interview guides were used for data collection. Qualitative data were analyzed based on answers of respondents, while quantitative data were analyzed using descriptive and inferential statistics. Results showed that respondents agreed that there is effect (M=4.04, SD=1.020) of autocratic leadership style on project performance, they agreed that there is effect (M=4.10, SD=0.862) of democratic leadership style on project performance, there is effect (M=4.22, SD=0.812) of laissez-faire leadership style on project performance, and there is effect (M=4.14, SD=0.861) of transformational leadership style on project performance. The study concludes that autocratic leadership style, democratic leadership style, laissez-faire leadership style, and transformational leadership significantly contribute to predicting and positively influencing the project performance. The study suggests that TRIP should centralize decision-making, enhance communication, and create an inclusive team to ensure diverse teams feel valued and engaged. Regular training sessions should equip team members with project visions and task implementation guidance. Project leaders should maintain optimism to foster learning and enhance team well-being, aiming to improve transparency and engagement in the project.
