Project Leadership Styles and the Execution of Rural Infrastructure Projects for Society: Evidence from the Rural Access and Agricultural Marketing Project in Ondo State, Nigeria

References

[1] Adetola, A., & Adetola, O. (2023). Impact of leadership styles and qualities on project lifecycle. International Journal of Innovative Business Strategies, 9(2), 615-623. https://doi.org/10.20533/ijibs.2046.3626.2023.0077

[2] Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.

[3] Bhuinyan, S., Gadekar, P., Agrawal, N., Basak, S., & Raut, Y. S. (2019). Measuring project performance and success factors of construction sites. International Journal of Innovative Research in Technology, 5(11), 680-685.

[4] Burns, J. M. (1979). Leadership. Harper & Row.

[5] Dartey-Baah, S. K. (2022). The relationship between project complexity and project success and the moderating effect of project leadership styles and roles in the construction industry of an emerging economy [Doctoral dissertation, Stellenbosch University].

[6] Eja, K. M., & Ramegowda, M. (2020). Government project failure in developing countries: A review with particular reference to Nigeria. Global Journal of Social Sciences, 19, 35-47. https://doi.org/10.4314/gjss.v19i1.4

[7] Greenleaf, R. K. (1970). The servant as leader. Robert K. Greenleaf Publishing Center.

[8] House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16(3), 321-339.

[9] Ireri, C. M., & Kihara, A. N. (2018). Influence of project leadership on the successful completion of county government projects in Nairobi County, Kenya. Strategic Journal of Business & Change Management, 5(4), 1-23.

[10] Ismail, M., & Fathi, M. S. (2018). Leadership in construction: Leadership styles practiced in construction project, a review. Journal of Advanced Research in Business and Management Studies, 13(1), 24-30.

[11] Liphadzi, M., Aigbavboa, C., & Thwala, W. (2015). Relationship between leadership styles and project success in the South Africa construction industry. Procedia Engineering, 123, 284-290. https://doi.org/10.1016/j.proeng.2015.10.091

[12] Manjo, Y. G. (2024). Public infrastructure project failures in Nigeria: Causes and consequential effects on economy and welfare of citizenry. ResearchGate.

[13] Maqbool, R., Sudong, Y., Manzoor, N., & Rashid, Y. (2017). The impact of emotional intelligence, project managers’ competencies, and transformational leadership on project success: An empirical perspective. Project Management Journal, 48(3), 58-75. https://doi.org/10.1177/875697281704800304

[14] Mayowa, W., & Iyanda, A. (2014). Sustainable rural development programmes in Nigeria: Issues and challenges. Asian Journal of Science and Technology, 5(9), 1-10.

[15] Moser, C., & Kalton, G. (2017). Survey methods in social investigation. The British Journal of Sociology, 9(4), 383-396.

[16] National Bureau of Statistics. (2006). Population 2006-2016. https://nigerianstat.gov.ng/elibrary/read/474

[17] Pallant, J. (2011). SPSS survival manual: A step by step guide to data analysis using SPSS (4th ed.). Allen & Unwin.

[18] Rural Access and Agricultural Marketing Project. (2024). Ondo State Rural Access and Agricultural Marketing Project implementation unit. https://ondo.raamp.gov.ng

[19] Salcinovic, B., Drew, M., Dijkstra, P., Waddington, G., & Serpell, B. G. (2022). Factors influencing team performance: What can support teams in high-performance sport learn from other industries? A systematic scoping review. Sports Medicine - Open, 8(1), 25. https://doi.org/10.1186/s40798-021-00406-7

[20] Savelsbergh, C. M. J. H., van der Heijden, B. I. J. M., & Poell, R. F. (2010). Attitudes towards factors influencing team performance. Team Performance Management: An International Journal, 16(7/8), 451-474. https://doi.org/10.1108/13527591011090682

[21] Ssenyange, K. (2023). The impact of leadership styles on government construction project success: A structural equation modelling approach. International Journal of Finance, Insurance and Risk Management, 13(3), 50-75.

[22] Tasleem, N., & Gangadharan, S. (2022). Navigating stakeholder dynamics in large-scale transformations. Journal of Advance Multidisciplinary Research, 1(2), 48-56.

[23] Turner, J. R., & Muller, R. (2005). The project manager’s leadership style as a success factor on projects: A literature review. Project Management Journal, 36(2), 49-61.

[24] Unegbu, H. C. O., Yawas, D. S., & Dan-asabe, B. (2022). An investigation of the relationship between project performance measures and project management practices of construction projects for the construction industry in Nigeria. Journal of King Saud University - Engineering Sciences, 34(4), 240-249. https://doi.org/10.1016/j.jksues.2020.10.001

[25] Zhang, D., Wang, L., Lv, F., Su, W., Liu, Y., Shen, R., & Bi, P. (2007). Advantages and challenges of using census and multiplier methods to estimate the number of female sex workers in a Chinese city. AIDS Care, 19(1), 17-19. https://doi.org/10.1080/09540120600966158

@article{1722859,
      author = {Adebayo Adefemi Adetanmi, Kehinde Temitope Alade},
      title = {Project Leadership Styles and the Execution of Rural Infrastructure Projects for Society: Evidence from the Rural Access and Agricultural Marketing Project in Ondo State, Nigeria},
      journal = {Iconic Research And Engineering Journals},
      year = {2026},
      volume = {10},
      number = {3},
      pages = {923-930},
      issn = {2456-8880},
      url = {https://www.irejournals.com/formatedpaper/1722859.pdf},
      abstract = {Effective leadership is widely regarded as a determinant of successful project delivery, yet little empirical attention has been paid to how specific leadership styles shape the execution of rural infrastructure projects in developing countries. This study examined project leadership styles and their effect on the execution of the Rural Access and Agricultural Marketing Project (RAAMP) in Ondo State, Nigeria. The study assessed the leadership styles used in RAAMP execution, evaluated RAAMP performance, and examined the effect of project leadership styles on RAAMP execution. A descriptive survey research design and quantitative approach were adopted. Using census sampling, structured questionnaires measured on a five-point Likert scale were administered to the entire population of 15 project leaders and 24 team members engaged in RAAMP implementation. Descriptive statistics were used to address the first two objectives, while multiple linear regression was used to test the effect of leadership styles on project execution. The findings showed that transformational leadership was the predominant style from the perspective of project leaders, while democratic leadership was predominant from the perspective of team members. RAAMP performed strongly in scope adherence (mean = 4.82) but recorded comparatively lower scores for milestone achievement (mean = 3.81) and timeliness (mean = 3.30). Transformational, transactional and autocratic leadership had statistically insignificant negative effects on RAAMP execution, whereas democratic leadership (beta = 0.648, p = 0.001) and servant leadership (beta = 0.710, p = 0.044) had significant positive effects, with the overall regression model explaining 67.3 percent of the variance in project execution. The study concludes that participative and people-centred leadership approaches enhance the execution of rural infrastructure projects and recommends a hybrid leadership approach, regular leadership training, and the inclusion of leadership assessment criteria in the selection of project leaders.},
      keywords = {project leadership; leadership styles; project execution; rural infrastructure; RAAMP; Nigeria},
      month = {September},
      doi = {https://doi.org/10.64388/IREV10I3-1722859}
  }