Browsing by Author "Kaithia, Jolland Kiriinya"

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    Influence of Project Leadership on the Implementation of NG-CDF Projects within Igembe South Constituency, Meru County, Kenya
    (International Journal of Social Science and Humanities Research, 2025-04) Kaithia, Jolland Kiriinya; Mutuku, Morrisson
    Numerous challenges arose in the administration of the fund. These included various legal disputes that disrupted the fund's operations, unfinished projects falling under decentralized functions that were no longer eligible for funding under current legislation, and insufficient technical expertise for efficient management at the Constituency Committees and Project Management Committees level. Furthermore, discrepancies between initiated development projects and the capacity to implement them were observed. Therefore, this research aimed to explore the influence of project leadership on the implementation of NG-CDF projects in Igembe South Constituency, Meru County, Kenya. An explanatory research design was employed, concentrating on five NG-CDF projects implemented by the Igembe South Constituency over the past five years (2018 – 2022). The study involved 55 participants, including 10 project supervisors and 45 project team members, due to the limited overall population. Primary data was collected through surveys, which were initially piloted with eight participants from the Igembe North Constituency to assess content validity. The reliability of the questionnaires was evaluated using Cronbach’s alpha. Qualitative responses to open-ended questions were analyzed through thematic analysis, while quantitative data was examined using descriptive statistical methods such as frequencies, percentages, means, and standard deviations. Additionally, an inferential analysis was conducted using multiple linear regression and the Pearson correlation coefficient. The results were presented through tables and figures. The findings indicate that effective project leadership is crucial for successful project implementation, with positive feedback from team members highlighting the significance of fostering committed teams and ensuring projects are completed on time. The study recommends that for project managers and leaders to participate in ongoing training focused on cultivating vital leadership abilities to improve the execution of projects, such as strategic decision-making, conflict resolution, and team motivation.
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    Organizational Characteristics and Implementation of National Government Constituencies Development Fund Projects by Igembe South Constituency, Meru County, Kenya
    (Kenyatta University, 2025-08) Kaithia, Jolland Kiriinya
    Numerous challenges arose in the administration of the fund. These included various legal disputes that disrupted the fund's operations, unfinished projects falling under decentralized functions that were no longer eligible for funding under current legislation, and insufficient technical expertise for efficient management at the Constituency Committees and Project Management Committees level. Furthermore, discrepancies between initiated development projects and the capacity to implement them were observed. Consequently, this research aimed to explore the impact of organizational attributes on the execution of NG-CDF projects in Igembe South Constituency, Meru County, Kenya. Specifically, the study investigated the effects of project leadership, stakeholder engagement, communication, monitoring, and evaluation on NG-CDF project implementation in the aforementioned constituency. The investigation was guided by contingency theory, stakeholder theory, cybernetics theory, and realistic evaluation theory. An explanatory research design was implemented, focusing on five NG-CDF projects carried out by Igembe South Constituency within the previous five years (2018 – 2022). The research encompassed 55 participants, comprising 10 project supervisors and 45 project team members, due to the restricted overall population. Surveys were employed for primary data collection, with an initial trial among eight participants from Igembe North Constituency for evaluating content validity. The questionnaires' reliability was assessed using Cronbach’s alpha. Thematic analysis was used to examine qualitative responses to open-ended questions, and descriptive statistical methods like frequencies, percentages, mean, and standard deviation were used to analyze quantitative data. In addition, an inferential examination with multiple linear regression and the Pearson correlation coefficient was carried out. Tables and illustrations were used to demonstrate the outcomes. The analysis reveals that effective project leadership is essential for successful project execution, with positive feedback from team members emphasizing the importance of building committed teams and ensuring timely project completion. While stakeholder involvement is recognized as crucial for fostering trust and accountability, opportunities remain for better integration of stakeholder voices into project processes. Communication is identified as foundational in project management, influencing collaboration and stakeholder engagement, although barriers to effective communication persist. Furthermore, the study underscores the significance of robust M&E practices in aligning projects with organizational goals and optimizing strategies for future success. Overall, the findings suggest that a combination of effective leadership, clear communication, active stakeholder engagement, and strong M&E practices is vital for enhancing project implementation outcomes. Recommendations for continuous leadership training, strategic stakeholder engagement, improved communication plans, and the establishment of M&E frameworks are proposed to optimize project management practices and achieve successful project outcomes.