Effect of project manager’s soft skills on performance of non-governmental organizations projects in Marsabit county, Kenya

Abstract

Project managers assume a crucial role in shaping the design, development, and execution of projects. To excel in this capacity, project managers need to equip themselves with a comprehensive skill set, allowing them to effectively manage various stakeholders and guarantee project triumph. Thus, there is a growing emphasis on the acquisition of specialized abilities by project managers. The present study sought to explore the influence of soft skills possessed by project managers on the performance of projects within Marsabit County, Kenya, particularly within the context of NGOs. The present study is driven by the following objectives: to ascertain how project leadership, project communication, stakeholders’ management and problem-solving skills impact the performance of projects in NGOs situated in Marsabit County, Kenya. To accomplish these objectives, five prominent theories provide the theoretical framework for the study: Contingency theory, Communication Accommodation theory, Bruce Tuckman theory, Modern theory, and Theory of Constraints. The research design encompasses both descriptive and explanatory elements, with stratified sampling serving as the methodology for selecting the projects under scrutiny. In this endeavor, a sample size comprising 160 respondents has been chosen, with four participants included in a pilot study to fine-tune the research instruments. Structured questionnaires were disseminated to respondents to facilitate data collection, and the Statistical Package for Social Sciences (SPSS) was employed to analyze the gathered data. The analysis involved employing statistical measures such as standard deviation, frequencies, mean, and percentages to elucidate the interrelationships between various study variables. Further, Pearson correlation and multiple regression analyses were carried out to unveil the intricate associations among these variables. The study revealed that while project leadership exhibited a positive correlation with project performance, this relationship did not reach statistical significance. On the other hand, project communication, stakeholders’ management, and problem solving showed a positive correlation and statistical significance with project performance. Consequently, the study concluded that effective project communication, stakeholders’ management, and adept problem-solving skills were significant predictors of project performance. The study recommends implementing robust project communication, engaging stakeholders throughout the project lifecycle, and adopting strategic problem-solving techniques and tools to address project challenges effectively.