Summary
Influence of Leadership Style on Performance of United Nations–Based Projects in Kenya.
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Authors
Selina Sidi Iha
Peter Kihara
Jane Munga
Abstract
The effectiveness of leadership in United Nations–based projects in Kenya is vital for achieving both national development priorities and global objectives such as the Sustainable Development Goals (SDGs). However, persistent performance challenges remain, often aggravated by inconsistent leadership approaches and weak accountability mechanisms. This study examined the influence of leadership style on the performance of United Nations–based projects in Kenya. A descriptive research design was adopted, targeting 184 project staff across selected United Nations–based projects in Kenya, with a sample of 126 respondents generated using the Taro Yamane formula through a multi-stage sampling design. Data were collected through structured questionnaires, which were validated using tests for reliability and validity, and analyzed using SPSS through regression analysis. Results indicated that leadership styles—transformational, transactional, and passive-avoidant—had a statistically significant effect on project performance. Specifically, transformational and transactional leadership demonstrated positive influences, while passive-avoidant leadership showed a negative association with performance outcomes. The study concludes that adopting constructive leadership approaches is essential for enhancing the effectiveness of UN-based projects. These approaches not only improve staff motivation and accountability but also foster efficiency and the timely delivery of project outcomes. The study recommends that United Nations project managers and policymakers should prioritize leadership development programs that promote transformational and transactional leadership practices while minimizing passive-avoidant tendencies. Doing so will strengthen staff commitment, enhance project performance, and contribute to the realization of sustainable development objectives in Kenya.