LUNAR INTERNATIONAL COLLEGE

BUSINESS FACULTY/SCHOOL OF BUSINESS

Master’s program /postgraduate program

Assessment of Leadership Attributes of Project Managers and its effect on Project

performance: The Case of Ethiopian construction works corporation (ECWC)
By: Addisu Fikru
(ID No.: GSR/0460/13)

Advisor: Zelalem Ejgju (PhD)

A Proposal submitted to the School of Business in Partial fulfillment of the Requirements

for the award of Master of Science degree in Project Management of Lunar International
College

March 2022

Addis Ababa, Ethiopia

 Leadership Attributes of Project Managers for Project Success

Table of Contents
Chapter one....................................................................................................................................1
Introduction....................................................................................................................................1
1.1 Background of the study......................................................................................................1
1.2 Problem Statement...............................................................................................................2
1.3 Objective of the study............................................................................................................4
1.3.1 General objective............................................................................................................4
1.3.2 Specific objective.......................................................................................................4
1.4 Research Question.................................................................................................................4
1.4 Scope of the study.............................................................................................................4
1.5 significance of the study........................................................................................................4
1.6 definitions of key terms and concept.....................................................................................5
1.8 organization of the thesis.......................................................................................................5
Chapter Two:.................................................................................................................................7
REVIEW OF RELATED LITERATURE..................................................................................7
2.1 Theoretical literature..............................................................................................................7
2.1.1 Leadership Theory..............................................................................................................7
2.1.2 Leadership attributes...........................................................................................................9
2.1.3 Project success -Measurement Parameters.......................................................................12
2.1.4 Project manager versus project leadership...................................................................13
2.2 Review of Empirical Studies...............................................................................................14
2.3 conceptual frame work........................................................................................................16
Chapter Three..............................................................................................................................17
RESEARCH METHODOLOGY...............................................................................................17
3.1 Research Design and Approach...........................................................................................17
3.2 Study population, sampling method and samples size........................................................17
3.3 Types and sources of data....................................................................................................18
3.4 Method of data collection....................................................................................................18
3.5 Data analysis........................................................................................................................19
3.6 Reliability and Validity........................................................................................................19
3.6 Ethical Consideration...........................................................................................................20
Work plan......................................................................................................................................21
Budget............................................................................................................................................21
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 Leadership Attributes of Project Managers for Project Success

Reference.......................................................................................................................................22

List of figures
Figure 1conceptual framework......................................................................................................16

List of Tables
Table 1management and leadership compared..............................................................................14

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Chapter one

Introduction
1.1 Background of the study

Project managers play a variety of tasks to ensure that projects are completed within the scope,
schedule, and budget restrictions, as well as satisfying the project's quality objectives and
stakeholders' expectations. Project managers must learn how to apply excellent project
management tools and procedures in order to complete projects successfully (PmBOK, 2017).
Project management, on the other hand, entails more than only employing specialized
information, methods, and procedures to complete project tasks, such as planning, scheduling,
budgeting, and computing, as well as dealing with numbers, templates, charts, and graphs.
Project managers must also lead project team members, connect effectively with other
stakeholders, and influence other stakeholders (Hardy-Vallee, 2012). As a result, a project
manager must acquire and learn to apply a wide range of interpersonal skills at the proper
moment, including leadership, communication, organization, team-building, coping, risk
management, conflict, planning, administration, resource allocation, and change management
abilities (Kerzner, 2001; Pinto & Trialer, 1998; Stine, 2018). One of these crucial interpersonal
abilities is leadership, which project managers must certainly learn. During the project life cycle,
to execute projects within the triple constraints of scope, schedule, and budget iteration (Muzio,
Fisher, Thomas, & Peters, 2007; Jones, 2018). Furthermore, project managers must be aware of
their leadership behavioral style and be able to foresee a team member's preparedness for work in
order to lead people and projects to success. (Kowang, 2021)

Leadership is seen as an important component of management that contributes in increasing

productivity and accomplishing organizational goals. Project managers are often expected to
have hard skills rather than a combination of multiple leadership traits, even if organizations
design projects to achieve particular strategic goals that cannot be fully handled within the
organization's operating boundaries. Organizations recognize the importance of leadership traits
for all level managers in the functional hierarchy, but when it comes to projects, the impact of
the project manager's leadership attributes on the project's success has been overlooked (Turner
and Muller, 2005).

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One of the most difficult problems for all grassroots, national, and international development
agencies is to complete a project successfully (Bass, 2009). According to empirical studies, less
than half of poverty eradication and community-based project initiatives in Asia and Sub-
Saharan Africa ever achieve the desired outcomes (Mearian & Songini 2002). This indicates that
further research into project success criteria is needed in order to increase the number of
successful initiatives.

Project managers' traits, project team compositions, project size, top management support,
organizational structure, and external environmental conditions are all aspects that contribute to a
project's successful completion (Belassi & Tukel, 1996). 11 The project manager's job is
considered as a crucial factor of project performance in project management (Pinto & Slevin,
1988). Some studies have found a correlation between project manager leadership skills and
project success (Keller, 1992; Keegan & Den Hartog, 2004; Higgs & Dulewicz, 2004; Sunindijo,
et al., 2007).

Despite this, little research has been done to support important leadership variables that have a
direct impact on project performance. As a result, the impact of a project manager and his or her
leadership characteristics on project success has been largely neglected in a significant body of
work on project success factors (Turner and Muller, 2005).

1.2 Problem Statement

This study investigates the impact of project manager leadership skills, experience, and
leadership styles on project performance, in order to fill a gap in empirical evidence. It also aims
to examine the impact of control on the performance of ECWC construction projects.

Even through numerous literatures attempt to cover the impact leadership traits on project
success by consideration a variety of criteria, they neglect to mention job experience, as result,
this study will fill the gap in terms of considering employment experience as a determinant in
project success.

The key points made in this study are that the importance of leadership skills as project
management needs has received insufficient attention. Despite the fact that there has been a
considerable lot of study done on leadership and project management in general, essentially none

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has been done with the goal of selecting ping highlighting certain qualities critical to efficiently
managing high-level projects.

Another aspect that contributes to poor project management is the leadership styles employed,
which may or may not be aligned with the project's goals and objectives. ('Oyaya2017).
Additionally, (Aggarwal, Tanner, and Castleberry 2004) support this result by claiming that
leadership style is the most important factor influencing employee turnover intentions.
"Employees quit their bosses, not their jobs," says one expert. Furthermore, effective leadership
demands a thorough understanding of societal values and norms. Some project executives may
have made serious blunders that injured others, lost their own reputations, and jeopardized the
public-government trust relationship if they lacked ethics. As a result, a successful leader's core
competency must be ethical reasoning and a strong moral compass and I include to leadership
soft skill.

Despite the fact that half of the gaps/pains identified by an organization are directly related to a
lack of leadership capability (ECWC, 2021), any leadership-related factor, with the exception of
'top management support,' is not identified as a critical success factor of ECWC projects. This
means that, despite prior research indicating that the PM's leadership attributes have a significant
impact on project success, and despite studies conducted by ECWC confirming that a lack of
leadership capability has an impact on the organization's overall performance, ECWC project
managers have yet to recognize the significance. Furthermore, many construction projects in the
ECWC have extended delays, quality concerns, and cost overruns, and they assign the reason of
these challenges to causes other than leadership qualities, variables that are beyond the project
team.

As a result, an awareness of the principles of each vital attribute that leads to project success and,
eventually, revenues for the organization are required. This document will not examine project
profitability; instead, the study will concentrate entirely on leadership behaviors and their effects
on project success. As a result, skills like modest confidence may be useful in helping leaders
manage project problems more effectively.

Despite substantial research in the domains of project management and leadership, the amount to
which leadership effects project success, as well as the kinds of effective leadership in project

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environments, has yet to be completely explored. The main issue is that ECWC construction
projects continue to fail as a result of weak leadership.

1.3 Objective of the study

1.3.1 General objective

The overall objective of this research is to assess the leadership attributes of project managers
and its effect on construction projects under ECWC.

1.3.2 Specific objective

i. To assess the leadership attributes of project managers in construction project under
ECWC
ii. To determine the link between the PM's leadership attributes and the construction projects
in ECWC.
iii. To identify which PM's leadership attributes had the most impact on project performance
in ECWC

1.4 Research Question

 What are the project managers leadership characteristics/attributes in ECWC?
 What is the link between the PM's leadership attributes and the performance of
construction projects in the ECWC?
 In the ECWC, which of the PM's leadership qualities has the greatest impact on project
success?

1.4 Scope of the study

The focus of this final project is on important PM leadership qualities that contribute to project
success. It focused on construction project leadership from the project manager's perspective.
The leadership qualities include personal leadership trait, technical competence, soft leadership
skill, emotional intelligence, transformational and transactional leadership styles, and ethical
leadership value. This research scope is delimited to ECWC's construction projects Ethiopia.
Senior civil, irrigation and hydraulics engineers.

1.5 significance of the study

The study's findings are critical for project managers because they will have a better
understanding of how leadership affects project success in ECWC. This will help them select
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project managers with the correct traits, which will lead to better project performance. The
study's findings will aid project management policymakers in developing policies aimed at
improving project leadership by providing insight into how leadership influences project
performance. This study will aid future academics and academicians because it will serve as a
foundation for future research as well as give literature for future research. This study's findings
will add to the corpus of knowledge on the effects of leadership on the performance of projects.
1.6 definitions of key terms and concept

Leadership: "The ability to persuade a group of people to follow a vision or set of objectives."
2015 (Robbins and Judge).

Project management: "the application of information, skills, tools, and procedures to project
management endeavors with the goal of meeting defined objectives" (According to PMI, 2008)

According to (Hewitt, 2008) soft skills are "non-technical, intangible, personality-specific

abilities" that define a person's ability to "lead, listen, negotiate, or mediate conflict."

Individualized Consideration (IC): Individualized consideration refers to how much leaders

care about the well-being of others, allocate projects individually, and give attention to
individuals who appear to be less involved in the group
Leadership attributes: Leadership traits are a set of personal characteristics that generate a
consistent pattern of leadership performance in a range of circumstances and groups. Individual
distinctions such as personality, temperament, intentions, cognitive ability, talents, and expertise
are reflected in these traits (Wilkes, Cross, Jackson & Daly, 2015).

1.8 organization of the thesis

The thesis is broken into five key chapters to provide a clear framework to the readers. A brief
explanation of the upcoming chapter can also be seen at the start of every large entity. The basic
structural visualizers are shown in the diagram below.

The context of the study, as well as the study's main subjects, such as leadership styles and
project performance, are discussed In Chapter 1. The chapter includes covers ECWC initiatives,
as well as the research challenge, research objectives, and study rationale. The literature review
exhibits and explores the literature and previous studies that were used as sources, i.e., it
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provides a summary of the research topic that was covered in chapter 2. In Chapter 3, you'll learn
about the research methodology, design, population and sample, data collection methods,
reliability and validity measurement instruments, and data analysis techniques. In Chapter 4, the
outcomes of the investigation are analyzed, presented, and discussed. In Chapter 5, you'll
discover a summary of the findings, a research conclusion, and a recommendation.

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Chapter Two:

REVIEW OF RELATED LITERATURE

2.1 Theoretical literature

2.1.1 Leadership Theory

A. Great-Man Theory

(In 1847, Carlyle) express in the exceptional hobbies of the heroes that “frequent records, the
records of what guy has achieved all through this world, is at rock bottom of the records of the
first-rate guys WHO have labored here”. Thomas Carlyle claimed in his “terrific guy theory” that
leaders place unit born which entirely the ones guys WHO place unit blessed with heroic
potentials might also additionally ever turn out to be the leaders

B. Trait Theory

The early theorists opined that born leaders have been endowed with positive bodily tendencies
and persona traits which prominent them from non-leaders. Trait theories overlooked the
assumptions approximately whether or not management tendencies have been genetic or
acquired. Jenkins recognized tendencies; emergent tendencies (the ones which might be closely
based upon heredity) as height, intelligence, attractiveness, and self-self-assurance and
effectiveness tendencies (primarily based totally on revel in or learning), which include
charisma, as essential factor of management (Ekvall & Arvonen, 1991).

C. Contingency Theories (Situational)

The theories of contingency recommend that no management fashion is specific as a stand-on my

own because the management fashion used is reliant upon the elements including the quality,
scenario of the fans or some of different variables. “According to this theory, there's no
unmarried proper manner to steer due to the fact the inner and outside dimensions of the
surroundings require the chief to evolve to that precise scenario” (Greenleaf, 1977).

D. Style and Behavior Theory

The fashion idea recognizes the importance of sure important management abilities that function
enabler for a pacesetter who plays an act at the same time as drawing its parallel with preceding
capability of the leader, previous to that precise act at the same time as suggesting that every
person has a wonderful fashion of management with which he/she feels maximum contented.
Like one that doesn't match all heads, further one fashion can't be powerful in all situations. Yukl
(1989) added 3 one-of-a-kind management styles. The personnel serving with democratic leaders

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displayed excessive diploma of satisfaction, creativity, and motivation; operating with

tremendous enthusiasm and electricity regardless of the presence or absence of the leader;
retaining higher connections with the leader, in phrases of productiveness whereas, autocratic
leaders particularly targeted on extra amount of output. Laissez faire management become most
effective taken into consideration applicable at the same time as main a crew of noticeably
professional and prompted those who extremely good track-record, with inside the past.

(Feidler & House1994) diagnosed extra management patterns focusing effectiveness of the
management. These researchers opined that consideration (challenge for human beings and
courting behaviors) and taking off structure (challenge for manufacturing and undertaking
behaviors) have been very crucial variables.

Democratic and laissez-faire. Without concerning subordinates, the autocratic chief makes
decisions, and laissez-faire chief shall we subordinates make the choice and subsequently takes
no actual management position aside from assuming the location and the democratic chief
accesses his subordinates then take his choice. “He in addition assumed that everyone leaders
may want to suit into this kind of 3 categories”

right here can't be a completely unique fashion of management or a „one fashion-suit all‟
solution, because the effectiveness of management relies upon the activate use of patterns, both
through combining numerous patterns or following a selected fashion, as in keeping with the call
for of the situation. Effective leaders show off a diploma of versatility and flexibility, which
permits them to evolve their behavior, to the converting and contradictory needs made on them
(Dubrin, 2001). Though diverse patterns exist, all such classes emanate from the fundamental
three patterns, viz. autocratic, participative and laissez-faire. The different sorts of management
may be clubbed into those 3 patterns in a single manner or the different

F. Transactional Theory

The transactional management changed into defined as that during which leader-follower
institutions have been grounded upon a sequence of agreements among fans and leaders (House
& Shamir, 1993). The transactional idea changed into “primarily based totally on reciprocity in
which leaders now no longer most effective have an effect on fans however are below their have
an effect on as well”. Some research found out that transactional management display a
discrepancy with reference to the extent of leaders‟ motion and the character of the family
members with the fans.

G. Transformational Theory

According to Bass and Riggio (1993), there are 4 dimensions to the transformational principle of
leadership, viz. Idealized Influence (II), Inspirational Motivation (IM), Intellectual Stimulation
(IS) and Individualized Consideration (IC), which can be as follows:

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(i) Idealized Influence (II): In this shape of leadership, the leaders act as position
fashions for his or her subordinates and that they showcase excessive morals and
moral standards. They in addition offer the imaginative and prescient and feel of
mission, instill delight amidst the fans and profits admire and trust

(ii) Inspirational Motivation (IM): In this measurement of leadership, leaders encourage

their subordinates in diverse methods and provide which means to their paintings and
produce new demanding situations and enthusiasm. The chief expresses the
organizational functions in easy phrases to the fans and has excessive expectancies at
the fans

(iii) Intellectual Stimulation (IS): In this form, the leaders stimulate the highbrow cap
potential in their followers. That is, thru new approaches, the leaders attempt to
stimulate the manner of taking into account their subordinates and thus, boost the
creativity in them and sell intelligence, rationality and problem-fixing skills; and

(iv) Individualized Consideration (IC): The leaders, below this dimension, pay extra
interest to the character desires of improvement of the subordinates in order to obtain
success (Kuchynkova, 2013).

2.1.2 Leadership attributes

I. Projects Managers Soft Skills

One of the very important soft skills required by a project manager is leadership skills that's
relating to ability to influence others to accomplish pre-defined goals with zeal, enthusiasm, and
disposition (Shi & subgenus Chen, 2006; Mascia, 2012).

El-Sabaa (2001) declared that key project management skills embody the staff mobilization,
managing robust state of affairs, authority delegation, exhibiting sensitivity, showing enthusiasm,
and maintenance of high shallowness. Similarly, Low and saint (2000) declared that project
managers success skills desire the soft skills sets consisted of communication skills, leadership
skills, social skills, flexibility and adaptableness, and technical strength. Shi and subgenus Chen
(2006) declared that project managers wish the skills additionally as communication, social,
coordination, team building and delegation, and draw back determination skills

II. Emotional Intelligence

Hilgard in 1980 explicit that the origin of emotional intelligence works in 3 ways; noises, impact
and motivation. The part of noises consists of functions like human memory, reasoning,
judgment, and mental thought. Conjointly the part of impact consists of emotions, moods,
evaluations, and alternative feeling states. Lastly, the part of motivation is that the associated

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with the temperament, which has biological, want or learned goal-seeking behavior. the primary
2 elements, that of noises and have an effect on, along structure EI (Hilgard, 1980)

(Yasmine Nabih, 2016) workers within the Company square measure showing emotion
intelligent. Self-emotion appraisal and use of feeling were the foremost emotional intelligence
factors impacting leadership effectiveness within the organization. On the opposite hand, feeling
regulation looked as if it would be tough to manage, therefore it’s the smallest amount consider
touching leaders’ effectiveness. The findings more show that use of feeling accounts for
additional of the variance in leadership effectiveness

Previous studies have shown that the construct of emotional intelligence has gained a lot of
quality as a possible underlying attribute of effective leadership. as a result of in leadership,
dealing effectively with emotions might contribute to however one handles the wants of people,
however one effectively motivates workers, and makes them feel happy at work. Thus, effective
leadership skills are represented to rely, in part, on the understanding of emotions and also the
talents related to EI (Palmer, et al., 2001).

III. Personal Trait

Competencies square measure personal characteristics that cause higher performance. Experts
(i.e., information, skill, aptitude, personal, self-concept, value) generally seek advice from these
characteristics as personal traits. Personal traits could so be delineated because the outward or
obvious aspects of a human characteristics. Consistent with Kerzner (2010), the project
manager's personal characteristics account for an outsized portion of project potency. As a
private, and project manager contains a distinctive set of habits, attributes, interests, values, and
skills. Moreover, the project couldn't be done with success till any of them were enforced (B.
Bass, 1985).

The personalities of individuals area unit in some ways in which unique; everybody incorporates
a completely different patter of traits and characteristics that's not absolutely duplicated in the
other person. This pattern of traits tends to be stable over time (Greenberg & Baron, 2003).
There are unit 2 basic determinants of temperament (Pierce & Gardner, 2003): our heredity
and past interactions with our surroundings. Psychologists so have termed these determinants as
“nature” and “nurture”. On the one hand, nature stands for the assumption that temperament is
formed mostly by heredity, that's to mention; a lot of our temperament is familial in birth.
However, our biology structure sets of lower and higher limits for our personalities and our life
experiences can verify wherever among that vary we are going to fall. data of temperament is
one in every of several tools within the social control and leadership outfit for simpler managers
or leaders (Pierce & Gardner, 2002).

IV. Technical Skill

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According to Katz (1955), a talent is outlined as "an ability which may be developed, not
essentially inborn, and that is manifested in performance, not just potential"

And his known 3 classes of skills required by leaders: technical skills, human skills, and abstract
skills. Every talent is important for prosperous leaders to possess; however, the number of every
talent might vary counting on position inside the structure hierarchy.

V. Ethical value

Ethical leadership may be a construct that seems to be ambiguous and includes varied numerous
components (G. Yukl, 2006). rather than perceiving moral leadership as preventing folks from
doing the incorrect issue, authors propose that we'd like to look at it as sanction active folks to
try and do the proper issue (Freeman & Stewart, 2006). Associate moral leader may be a
person living up to principles of conduct that area unit crucial for him. To be associate moral
leader one must adhere to a lot of universal customaries of ethical behavior (Thomas, 2001).
Leading ethically is believed to be a method of inquiry – asking regarding questions on questions
about} what's right and what's wrong – and a code of conduct – setting the instance for followers
et al. about the rightness or wrongness of specific actions (Guy, 1990).

Ethical leadership may be viewed in terms of healing and energizing powers of affection,
recognizing that leadership may be a reciprocal relation with followers. Leader’s mission is to
serve and support and his passion for leading comes from compassion (Kouzes & Posner,
1992).

Five principles that are believed to steer to the event of moral leadership. These are respect for
others, service to others, justice for others, honesty toward others, and building community with
others (DuBrin, 2010; Northouse, 2013) Respect for Others, Service to Others, Justice for
Others, Honesty toward Others, and Building Community with Others

VI. Experiences

Trompenaars (1993) states that leadership designs take issue from culture to culture and country
to country relying upon life patterns, beliefs and price system and knowledge of the
individuals.Ahiazu (1989) asserts that in several cultures it's believed that individuals get wiser
because of additional exposure and knowledge. The studies of Cagle (1988) Katozai, (2005) and
Van Vugt (2006) additionally believe that have incorporates a vital influence on leadership. A
key expertise inventory helps organizations establish the events that are essential to senior
leadership success in this company, thereby closing organic process gaps and increasing their
probabilities for future success. Start with these three elementary truths regarding leadership
expertise (Hallenbeck, 2020)

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A. Expertise matters, as a result of leaders are created, not born. the foremost valuable
experiences push you out of your temperature, stretch your skills, and challenge your
talents.
B. expertise is variable, and not all experiences are an equivalent. completely different
folks, of course, have completely different experiences. And completely different
experiences teach various things. the standard, quantity, and variety of your
experiences are necessary. Also, keep in mind that have goes on the far side what’s
on your résumé. Family experiences,
C. Expertise is that the past, present, and future right away. AN expertise isn't a one-time
development. you'll be able to live over past experiences, replicate on them, and see
new insights

2.1.3 Project success -Measurement Parameters

The stop consequences of the undertaking are particularly reliable at the conduct and moves of
the undertaking supervisor. Any a hit consequences or fallouts are accepted to the unique steps
that the undertaking supervisor intentionally determined to take. In this studies paper, our focal
factor is to perceive the ones talents which can be greater usually implemented in each
undertaking. Some of the high-degree management attributes that embody the important thing set
of talents are planning, leading, group motivation and communication. The greater tangible
measurable elements are trivial in terms of the importance and fee of the center talents to gain
undertaking achievement. Subsequently, inside a number of the analyzed literature the time
period undertaking achievement has been labeled one-of-a-kind from undertaking control
achievement. The overall performance of the undertaking has to be measured in phrases of
finishing the undertaking inside the constraints of scope, time, quality, sources and danger as
agreed with the aid of using the undertaking managers and senior control,” in line with the
(PMBoK 2013).

In order to supply assignment value, the fulfillment standards ought to be nicely defined.
Defining the assignment fulfillment standards ought to be an exercise of conciseness. Avoid
indistinct and well-known phrases inclusive of the product ought to have green capabilities
which are favored through the customers. Instead, the fulfillment elements ought to be phrased as
“the product ought to include X capabilities, or “the product ought to be finished through X days

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“The 3 key elements that could outline assignment fulfillment consist of the following. The Iron
Triangle (Cost + Scope + Time), Realized Benefits, Stakeholder satisfaction (PM101, 2018)

2.1.4 Project manager versus project leadership

Project managers are answerable for overseeing now no longer simply the information of a
undertaking, however additionally the precise traits of every undertaking participant. As a result,
the placement of an undertaking supervisor necessitates control and management abilities, with
an emphasis on coping with the undertaking's every day headaches and efficaciously guiding the
undertaking team.

Successful task control is closely reliant at the task manager's management and widespread
control abilities. Leadership and control are phrases which can be regularly used interchangeably
(Turner and Muller, 2010). However, there may be a big distinction among the 2 strategies thru
which the character in price achieves their desires Project control can be hard greater widely
defined as a system that use a fixed of equipment and sequential tactics to music how properly
task assets are handled. Project management, on the alternative hand, is notably greater useful
because it stresses non-public dedication from the task group and affords intangible price to the
task's targets and aspirations for task success. Table1 displays a graph highlighting the contrasts
among management and control (PMBoK 2017).

It is important to apprehend that management and control are appreciably various from one
another, especially of their processes to accomplishing favored outcomes. To exercising a
success mission management, mission managers ought to be multidimensional of their behavior,
attitude, and actions. In order to exercising mission management, the mission supervisor ought to
construct a robust non-public hyperlink among the mission's purpose and the group's ambitions
(Richmand, 2002). The mission supervisor needs to interact the mission contributors so deeply
that any setback or diploma of failure with inside the mission is unacceptable. The achievement
of the mission, in the correct concept of mission management, will become the non-public
fulfillment and delight of the mission group contributors. Project management is going past the
conventional method to mission control. As a result, mission management produces favored
visions, charismatically builds agree with and dedication to excellence has excessive esteem and
situation for the group, conjures up teamwork, and presents guide and guidance. To be effective,
mission managers ought to use each management and control skills. The key lies in locating the
right stability for every occasion. The mission supervisor's management fashion commonly
displays how control and management are used (PMBOK 2017).

Management Leadership
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Direct using positional power Guide, influence, and collaborate using relation power
Maintain Develop
Administrate Innovate
Focus on near term goals Focus on long range vision
Ask how and when Ask what and why
Focus on bottom line Focus on horizontal line
Accept status quo Challenge status quo
Do things right Do the right things
Focus on operational issues and problem Focus on vision, alignment, motivation and inspiration
solving
Table 1management and leadership compared

2.2 Review of Empirical Studies

This section emphasized empirical data from research conducted in both domestic and
international nations that demonstrate links between PM leadership attributes and their influence
on project success.

According to Tsion (2019), smooth management characteristics have been determined because
the maximum statistically huge drivers of venture success. The technical competence, non-public
attribute, and EI of the venture chief have a better stage of impact on venture performance; also,
the coordination talent of the venture supervisor is the maximum important smooth talent for
venture success.

Kaleb (2017) investigated the effect of venture control management developments on venture
fulfillment with inside the case of Ethiopian Road Authority (ERA) and located that everyone
management attributes had been definitely related with venture performance. The maximum
sizeable issue of a PM's management developments is his or her character trait, that is
accompanied with the aid of using emotional intelligence, smooth management skills, and
technical management abilities in that order.

According to Muller, Geraldi, and Turner's studies, private tendencies which includes end result
orientation/attention and the PM's persuasiveness have an enormous hyperlink with venture
performance (2012). According to the findings of (Tsion's 2019) study, foreseeing has a vast

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affect at the achievement of the venture. Furthermore, how without difficulty the PM can get
entry to the crew venture is an important issue influencing its achievement.

According to an enterprise study completed in Kenya, management additives including

management skills, management experience, management quality, and management patterns
bring about a 69. five percentage raises in challenge performance (Momanyi N. Theophanus,
2020). The challenge manager's management fashion is vital to enhancing challenge time
performance, and executives have to try to intellectually stimulate challenge crew members.
James T. (2018) defines based According to the Nigerian study, the important thing management
attributes consist of green communication, accessibility, intellect, and competence, amongst
others.

The findings of Colin Gewanlal and Michiel Bekker (2015) discovered that the maximum critical
class was 'interpersonal aspects,' accompanied by 'software of theory.' 'Personal contribution' and
'private character' have been judged the least crucial criteria. Project supervisor traits impacting
assignment fulfillment with inside the South African production industry,

Recent study undertaken in different regions of the world has offered empirical support that
project manager leadership traits on project success. According to (Arendse 2013), management
traits including private features and smooth talents are a number of the number one variables of
mission success. Personal tendencies of mission managers and mission control attitudes are vital
for mission success (Blaskovics, 2016). Thus, a number of the management attributes stated, the
leader's private first-rate became determined to make a contribution the maximum. Emotional
adulthood became ranked as the second one maximum critical management attribute. According
to Herkenhoff (2004), a hit leader has to have each the highbrow and emotional talent to
encourage and relate with humans in conditions of strategic change.

Project managers with excessive emotional intelligence, the important competences, and
transformational management fashion are extra a hit leader and guarantee extra assignment
achievement than their peers. (Rashid M. Ye Sudong, Nasir M., Yahys R., 2017).

(Manazar,2015) discovered that communique talents, collaboration talents, trouble fixing and
analytical abilities, and interpersonal talents and crew constructing talents have a sturdy impact

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 Leadership Attributes of Project Managers for Project Success

on mission fulfillment whilst appearing research of the impact of PM's tender management
talents on mission overall performance. Similarly, Manazar et al discovered that the most
powerful affiliation existed among mission overall performance and communique talents,
cooperation talents, and trouble-fixing and assessing abilities.

Other studies, such as (Trivellasa and Drimoussisb2013), discovered that good project managers
were self-aware. In addition to this trait, these PMS have a high level of emotional intelligence
and social awareness. However, in comparison, these PMs communicate with management less
frequently.

Jiang (2014) identified support for a relationship between a project manager's leadership style
and the project manager's influence, if not control, over project success factors in his or her
research on project success and leadership style (Jiang, 2014). A basic model was developed in
Jiang's study to explain how a project manager's leadership encourages cooperation, which
affects project success.

2.3 conceptual frame work

Figure 1conceptual framework

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 Leadership Attributes of Project Managers for Project Success

Chapter Three

RESEARCH METHODOLOGY

3.1 Research Design and Approach

This study will use a descriptive tool and an explanatory research approach. This design will
utilize in the study to demonstrate the link between leadership qualities and the successful
completion of construction projects under ECWC. As a result, the study will employ correlation,
multiple regressions to investigate the link between project success this means dependent
variable and each of the factors of independent variables. Apply multiple regression analysis is to
use the different independent variables attributes (personal leadership trait, technical skill, soft
leadership skill, emotional intelligence, transformational and transactional leadership style, and
ethical leadership value) whose values are known to predict the value of the project success in
construction project under ECWC.

A descriptive tool will be adopted to address the research question because in descriptive design
the researcher has no control over the variables. The focus of this methodology is present a
comprehensible relation between project management principles and leadership attributes that
lead to success in a project environment.

The approach within this research will employs both qualitative and quantitative studies
concurrently in order to gain a more robust understanding of the survey results and decisively
presenting a full conclusion of the findings. As underlined by (Hesse-Biber 2010) these
methodologies allow the researcher to gain a fuller understanding of the research problem and
helps clarify the data collected.

3.2 Study population, sampling method and samples size

According to the ECWC report (ECWC, 2021), there are currently running 49 construction
projects through out of the country. the study targets ECWC project managers, directors of the
projects and there are 105 projects managers in numbers. Therefore, this figure will use as the
population and a sample size of 84 will determined based on a confidence level of 95% and

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 Leadership Attributes of Project Managers for Project Success

margin of error (confidence interval) of 5%. The following sampling formula will be employed
to arrive at the sample size (Glenn ,2003).

N
n= 0.05
1+ N (e)

3.3 Types and sources of data

The researcher obtains data from primary and secondary data sources in order to obtain reliable
data and achieve the stated objectives of this study.
These primary sources of data were collected from the respondents through the use of
questionnaires and Interview and secondary data was obtained from documentary sources such
as books. Journals. Newspapers. Reports. Articles and other research related to this study. These
sources were very useful in the literature review. The literature reviewed serves as both
theoretical and empirical base for the analysis of the data collected
3.4 Method of data collection

In the primary data collection, structured questionnaires will prepare by empirical approach
apply in gathering the suitable data will be based on formulating a questionnaire strategically
centered on the principles of the proposed model. Each question will be critically selected and
carefully developed to seek out valid responses from each participant and will adopt from
previous literatures which were consolidated in a structured manner and administrated to the
PMs. Although, each response is subjective to the individual experiences, the goal is to attempt
to capture the fundamental competencies that are intertwined in leadership styles and can
potentially enhance success in project management.
The questionnaire's elements were drawn from previous research. The adopted elements have
been subtly revised to be aligned to the setting of the study. There are two parts in the
questionnaire. In the first part of the questionnaire demographic data will be collected. In the
next part data for evaluating factors is gathered. The second part is a five-point Likert scale
varying from "strongly disagree" to "strongly agree".

The questionnaire will be applied both internet base and face to face interview because some my
participant will not be available in face-to-face interview (since there work in different filed
areas) therefore easily accessible and conveniently capable of storing all the important data. The
survey will consist of several critical questions and should take approximately ten minutes to
complete. Additionally, focus group discussion will be conducted with key project management
professionals in order to collect any complementary information that can add value to the
research. Each participant will be well informed of relevance of the questionnaire and the
significance of the information that is being gathered.

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 Leadership Attributes of Project Managers for Project Success

3.5 Data analysis

After the data was gathered, the data will analyze using statistical technique (Descriptive &
inferential). For analysis, all independent variables were graded on a Likert scale.

The program IBM SPSS Statistics version 20 was used for the analysis and SPSS provides
several diagnostic statistics that allow the case-by-case evaluation of the data for possible
influential cases The researcher will able to arrange and summarize the data obtained using
descriptive statistics, frequency tables, charts, and the mean. In addition, to answer the research
questions given in the first chapter, inferential statistics were utilized to examine the data using
independent sample t-test and regression analysis. A linear combination of the independent
variables will used to represent the relationship between the dependent and independent
variables.

Project success is not only a function of leadership attributes, there are other many more
variables other than leadership attribute that affect it. According to (Faber, 2017) various
elements influence the project's success. These characteristics include knowledge, preparation,
organization, leadership, teamwork, timeliness, and effective conclusion; nevertheless, this study
emphasizes on leadership as a factor impacting project success.

Y= β0 + β1X1+ β2X2 + β3X3 + β4X4 + β5X5 + β6X6 + ε

Where:
Y= project success β0= Constant term
X1= Personal trait X2= Soft skills X3= Hard skills
X4= Work Experience X5= Leadership Style X6= Emotional intelligence

Where the βS are coefficients of independent variables, Xs are column vectors for the
independent variables in this case; personal trait, soft skill, hard skills, emotional
intelligence, work experience and leadership style; while ε is a vector of errors of prediction

The researcher will use tables to show data gathered from primary sources, which were provided
in the form of mean and SD. The study employs descriptive statistics, inferential analysis such as
correlation, linear, and multiple regression analysis to investigate the link between project
success (dependent variable) and each of the six identified components (independent variables).

3.6 Reliability and Validity

According to (Middleton, 2019) Reliability tells you how consistently a method measures
something and four types of reliability. Each can be estimated by comparing different sets of
results produced by the same method. Test-retest the same test over time, Interrater The same
test conducted by different people, parallel forms Different versions of a test which are designed
to be equivalent, internal consistency the individual items of a test.

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 Leadership Attributes of Project Managers for Project Success

The term "validity" refers to how well a method measures something (Middleton, 2019).
The researcher attempted to adapt instruments from other related literatures in line with the
study's subject in order for the instrument to truly measure what it seeks to measure. Before
drafting the questions, the researcher relates them to the study's objectives. A concerted effort
will be made to assure the material validity of the data gathering device. By looking at past
research and presenting each aspect in straightforward language to help grasp the terminology,
the study addressed the survey instrument's quality validity. The cognitive value of the themes
employed in this approach was increased by the advisor's proposal.

3.6 Ethical Consideration

This research will be carried out with the approval of Ethiopian construction works corporation
and with the agreement of lunar international college. Various staff from various departments of
the corporation will be involved in gathering primary data. The researcher will inform the
participants of the research's intent and invite them to participate based on their willingness. The
questionnaire contains general knowledge about the study's intent. Furthermore, it specifies that
respondents are not required to include their names in the questionnaire, ensuring anonymity.
The researcher safeguarded all information related to the participants. Their privacy, identity and
confidentiality were maintained by assigning them code numbers instead of names (anonymity).

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Work plan

Time in Month
Research Activity Feb Mar Apr May Jun
Develop research proposal
literature review
Develop questions for data
collection
pilot study
data collection
data analysis
write up for first draft
write up for final draft
submission of dissertation

Budget
No Item description Quality Unit cost Total cost
1 Stationary
For print results, draft copies and final
6 1000
1.1 copy 6000.00
1.2 Photocopy 500 2 1000
2 Phone
Communication fee (telephone and
1 1000
2.1 internet) 1000.00
3 Transportation
3.1 Transport for collection of data 1 800 800
4 Miscellaneous 1 500 500.00
Total 9300.00

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