LUNAR INTERNATIONAL COLLEGE

BUSINESS FACULTY/SCHOOL OF BUSINESS

Master’s program /postgraduate program

The effect of Leadership Attributes on Project Success: The Case of Ethiopian

construction works corporation (ECWC)

By: Addisu Fikru

(ID No.: GSR/0460/13)

Advisor: Zelalem Ejgju (PhD)

A thesis 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

August, 2022

Addis Ababa, Ethiopia

 LUNAR INTERNATIONAL COLLEGE
BUSINESS FACULTY/SCHOOL OF BUSINESS
Master’s program /postgraduate program

The effect of Leadership Attributes on Project Success: The Case of Ethiopian

construction works corporation (ECWC)

By: Addisu Fikru

(ID No.: GSR/0460/13)

Advisor: Zelalem Ejgju (PhD)

A thesis 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

August, 2022

Addis Ababa, Ethiopia

 Declaration
I, ADDISU FIKRU registration number/ I.D No. GSR/0460/13, do hereby declare that this thesis
is my original work and that is has not been submitted partially; or in full, by any other person
for an award of degree in any other college /university /Institution.

Submitted by:
Full Name: ADDISU FIKRU Signature: ------------------ Date: --------------------

Approved by:
This Thesis has been submitted for examination with my approval.
Name of Advisor: ZELALEM EJIGJU (PhD) Signature: ------------------- Date: ---------------

I
 Approval

The undersigned certify that they have read and hereby recommend to Lunar International

College to accept the Thesis submitted by ADDISU FIKRU and entitled “The effect of
Leadership Attributes on Project Success in Ethiopian construction works
corporation (ECWC)” submitted in partial fulfillment of the requirements for the award of a
Master’s Degree in project management fulfills with the procedures of the collage and encounters
the recognized standards from the originality and quality perspectives.

Submitted by
Full name: ADDISU FIKRU Signature: ------------------ Date: -------------------

Approved by:
Supervisor/Advisor: ZELALEM EJIGJU (PhD) Signature: ------------------ Date: -------------------

Internal Examiner: -------------------------------- Signature: ------------------ Date: -------------------

External Examiner: ------------------------------- Signature: ------------------ Date: -------------------

Head of Department: ----------------------------- Signature: ------------------ Date: -------------------

II
 ACKNOWLEDGMENTS

Before I express my acknowledgement to those who supported me, first of all I would like to
thank God for giving me the patience, health and everything to complete this paper. Next, I
would like to express my gratitude to all those who gave me the possibility to complete this
study. I am expressing my deepest appreciation to my advisor, Dr. Zelalem Ejgju, for his
valuable advice, invaluable suggestions, timely comments, and thorough guidance throughout
the work of this study. I would also like to express my appreciation to the organizations and all
the individuals who contributed directly or indirectly to this study and provided the necessary
materials and support for realization of this study. Finally, I would like to thank my family and
friends for their unconditional support.

III
 Table of Contents
Declaration.......................................................................................................................................I
Approval..........................................................................................................................................II
ACKNOWLEDGMENTS.............................................................................................................III
List of tables..................................................................................................................................VI
List of figures................................................................................................................................VI
CHAPTER ONE.........................................................................................................................- 1 -
INTRODUCTION......................................................................................................................- 1 -
1.1 Background of the study...............................................................................................- 1 -
1.2 Problem Statement.......................................................................................................- 2 -
1.3 Research Question........................................................................................................- 4 -
1.4 Objective of the study...................................................................................................- 4 -
1.4.1 General objective..................................................................................................- 4 -
1.4.2 Specific objective..................................................................................................- 4 -
1.5 Scope of the study........................................................................................................- 4 -
1.6 Limitations of the study................................................................................................- 5 -
1.7 Significance of the study..............................................................................................- 5 -
1.8 Organization of the thesis.............................................................................................- 6 -
CHAPTER TWO........................................................................................................................- 7 -
REVIEW OF RELATED LITERATURE..................................................................................- 7 -
2.1 Theoretical literature....................................................................................................- 7 -
2.1.1 Leadership Theory................................................................................................- 7 -
2.1.2 Factors Affecting Project Manager Leadership Style.........................................- 10 -
2.1.3 Leadership attributes...........................................................................................- 11 -
2.1.4 Project success -Measurement Parameters.........................................................- 14 -
2.1.5 Project manager versus project leadership..........................................................- 15 -
2.2 Review of Empirical Studies......................................................................................- 16 -
2.3 Conceptual frame work..............................................................................................- 19 -
CHAPTER THREE...................................................................................................................- 20 -
RESEARCH METHODOLOGY..............................................................................................- 20 -
3.1 Research Design and Approach.................................................................................- 20 -
3.2 Types and sources of data..........................................................................................- 21 -

IV
 3.3 Study population, sampling method and samples size...............................................- 21 -
3.4 Method of data collection...........................................................................................- 21 -
3.5 Data analysis...............................................................................................................- 22 -
3.6 Validity and Reliability..............................................................................................- 24 -
3.7 Ethical Consideration.................................................................................................- 25 -
CHAPTER FOUR.....................................................................................................................- 25 -
Presentation, Analysis, Discussion and Interpretation of Results.............................................- 25 -
4.1 Introduction................................................................................................................- 25 -
4.1.1 Response Rate and Demographic Information of the Respondent.....................- 25 -
4.2 Evaluation of performance of construction projects under ECWC............................- 27 -
4.3 Descriptive Statistics for Study Variables..................................................................- 28 -
4.3.1 Personal Leadership Trait...................................................................................- 28 -
4.3.2 Soft Leadership Skill...........................................................................................- 29 -
4.3.3 Technical Leadership Skill..................................................................................- 30 -
4.3.4 Emotional Intelligence (EI).................................................................................- 30 -
4.3.5 Work Experience (WE).......................................................................................- 31 -
4.3.6 Leadership Style..................................................................................................- 32 -
4.3.7 Project Success....................................................................................................- 34 -
4.4 Analysis of Data.........................................................................................................- 34 -
4.4.1 Model Diagnosis.................................................................................................- 34 -
4.4.2 Linear regression Analysis (Simple and Multiple Linear regression analysis). .- 39 -
CHAPTER FIVE.......................................................................................................................- 42 -
SUMMARY OF FINDING, CONCLUSION AND RECOMMENDATIONS.......................- 42 -
5.1 Summary of finding....................................................................................................- 43 -
5.2 Conclusion..................................................................................................................- 44 -
5.3 Recommendations......................................................................................................- 44 -
5.4 Suggested Further Research.......................................................................................- 46 -
Reference..........................................................................................................................................I
Annex I: Questionnaire...................................................................................................................V
Annex II: Interview Questions........................................................................................................X
Annex III- Projects background and construction project performance of ECWC up to April
2022...............................................................................................................................................XI

V
 List of tables
Table 2-1management and leadership traits compared.............................................................- 16 -
Table 4-1Response Rate............................................................................................................- 25 -
Table 4-2demographic data.......................................................................................................- 26 -
Table 4-3Descriptive Statistics for Personal traits....................................................................- 28 -
Table 4-4Descriptive Statistics for soft skill.............................................................................- 29 -
Table 4-5Descriptive Statistics for technical skill....................................................................- 30 -
Table 4-6Descriptive Statistics for emotional intelligence.......................................................- 31 -
Table 4-7Descriptive Statistics for work experience................................................................- 31 -
Table 4-8Descriptive Statistics for Project leadership style.....................................................- 32 -
Table 4-11Correlations of IDV and DV...................................................................................- 35 -
Table 4-13Durbin-Watson........................................................................................................- 36 -
Table4-14Model summery, PM’s leadership attributes as predictor of Project success in ECWC -
39 -
Table 4-15ANOVA, PM’s leadership attributes as predictor of Project success in ECWC.....- 40 -
Table 4-16Model summery, PM’s leadership attributes as predictor of Project success in ECWC -
40 -
Table 4-17Summary of regression results for leadership attributes.........................................- 41 -

List of figures
Figure2-1conceptual framework...............................................................................................- 19 -
Figure 4-1Homoscedasticity.....................................................................................................- 37 -
Figure 4-2probability–probability plot......................................................................................- 38 -
Figure 4-3the normal probability plot.......................................................................................- 38 -

VI
Acronyms

ANOVA: Analysis of Variances

ECWC: Ethiopian Constriction Work Corporation

BHCS: building house construction sector

WICS: water infra-structure sector

TICS: transport infra-structure sector

SPSS: Statistical Package of Social Science.

PMI: Project Management Institute

PMBOK: Project Management Body of Knowledge

PS: Project Success

TS: Technical Skill

SS: Soft skill

PT: personal trait

WE: work experience

LS: leadership style

EI: emotional intelligence

CPI: cost performance index

SPI: schedule performance index

QPI; quality performance index

VII
 Abstract
Ultimately, the project manager plays a crucial role in the success of the project. Accordingly,
this research has the intent to assess the effect of Leadership Attributes on Project success in
Ethiopia construction Works Corporation. By doing so, the study addresses the importance of
the project managers personal traits, emotional intelligence, technical skill, soft skills,
leadership style, and work experience for the success of the implementation of projects Ethiopia
construction Works Corporation. The methodology used for the study is a mixed approach using
both quantitative and qualitative methods. Both primary and secondary data were collected to
achieve the intended research objectives using a self-administered questionnaire survey and
interview. Out of 84 questionnaires distributed to project managers, senior engineers, site
mangers and design mangers engaged on different projects in Ethiopia construction Works
Corporation, 77 questionnaires were fully filled and returned. Descriptive and inferential
statistics are used to analyze the project managers leadership attributes, project success, and
their relationship. The study found a strong positive correlation between leadership attributes
and project success, Furthermore, the other 6 leadership attributes of the study, namely:
personal trait, technical skill, soft skill, emotional intelligence, technical skill and work
experience, have strong association with project success in Ethiopia construction Works
Corporation. The study concluded that leadership attributes of project managers are
deliberately important for the success of the project in Ethiopia construction Works
Corporation. The study findings imply that Ethiopia construction Works Corporation should be
considerate of these leadership attributes in recruiting and empowering project managers and
leadership should not be isolated from the organization’s project management practice aiming
at maximizing project success and developing construction project leaders in the construction
sector.

Keywords: leadership attributes, project manager, project success, Ethiopia construction Works
Corporation

VIII
 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).

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

1
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). 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 success, 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.

According to the conclusions of this study, the significance of leadership talents as project
management needs has received insufficient attention. That is, under ECWC, the project management
knowledge area is used by the corporation's project development center, which contains ten knowledge
areas plus six others to use the heavy equipment, material, claim, financial, safety, and environmental
knowledge areas in the construction business. Despite the fact that a lot of research has been done on
leadership and project management in general, there hasn't been much done on defining and
highlighting specific traits that are required to effectively manage high-level projects.

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

2
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.

Project performance is influenced by several other factors besides leadership qualities. Various factors
influence the project's success, according to (Faber, 2017). Knowledge, preparation, organization,
leadership, teamwork, punctuality, and successful conclusion are among these traits; however, this
study focuses primarily on leadership and knowledge as factors influencing project success. This study
investigates the impact of knowledge and leadership on project success.

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

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. ('Oyaya, 2017). 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.

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 does not examine project
profitability; instead, the study concentrates 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 significant study in the fields of project management and leadership, the amount to which
leadership influences project success, as well as the types of effective leadership in project contexts,
3
has yet to be fully studied. The fundamental issue, according to the (ECWC, 2021) study, is that
ECWC building projects continue to fail due to ineffective leadership. More research on leadership
style is needed because this study focused on leadership aspects such as leadership style, emotional
intelligence, personal traits, job experience, technical abilities, and soft skills as independent variables.

This study differs from others in that it focuses on leadership in construction projects. First, this
research focuses solely on the Ethiopia Construction Works Corporation construction project; second,
it discusses construction. Third, it includes all parts of leadership qualities, fourth, only project
managers are included in questions and interviews, and fifth, this research shows the project progress
using cost performance index, schedule performance index, and quality performance index.

1.3 Research Question

 How does success of project run by ECWC rate?

 What are leadership traits practiced by project managers of ECWC?
 What are the effects of leadership traits on project success under ECWC?

1.4 Objective of the study

1.1.1 General objective

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

1.1.2 Specific objective

i. To assess the level of success of projects run by ECWC.

ii. To determine leadership attributes practiced by project managers of ECWC.
iii. To identify the effects of leadership traits on project success under ECWC.

1.5 Scope of the study

The focus of this research is on important PM leadership qualities that contribute to project success.
The leadership traits include project manager personal leadership trait, soft leadership skill, technical
skill, emotional intelligence, leadership styles, and work experience of project manager. The empirical
study in this research is restricted to ECWC head office is located in Addis Ababa Ethiopia around

4
Gur shola Salite-mihret road and construction site is all over the country of Ethiopian.it with 84 project
managers are participated in this research questionnaire. Therefore, the scope of this study is limited to
ECWC construction projects. Using the research questioner and face to face interview and the
questionnaire was applied both internet base and face to face interview because some participant
couldn’t 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 time frame for this
study was from February 2022 up to June 2022.
1.6 Limitations of the study

The researcher, on the other hand, acquired an introduction letter from the institution, which
guaranteed the respondents that their information would be used solely for academic purposes. In
addition, the researcher provided the respondents with a confidentiality agreement. However, the
respondents were cautious to share information for fear of it being used to intimidate them or to
produce a poor picture of them or the organization. Some respondents were hostile and refused to fill
out the questionnaires. Project staff involved in project implementation work under tight deadlines;
respondents are unable to complete the questionnaire in a timely manner, potentially stretching the
data gathering period. To overcome this constraint, the researcher convinced selected respondents to
complete and return surveys within a certain time frame.

1.7 Significance of the study

The study findings are important for project managers because they will have a better knowledge of
how leadership influences project performance in ECWC. This will assist them in selecting project
managers who possess the necessary characteristics, resulting in improved project performance. The
findings of this study help project management policymakers build policies targeted at enhancing
project leadership by offering insight into how leadership effects project performance. This study will
benefit future academics and academicians by serving as a basis for future research and providing
literature for future research. These findings will contribute to the body of knowledge on the influence
of leadership on project performance.

5
1.8 Organization of the thesis
This research work is organized into five chapters. The first chapter presents the introduction,
background, statement of the problem, research questions, the objective of the study, the hypothesis,
the significance of the study, scope, limitations of the study, and a brief structure of the study. The
second chapter is focused on a review of literature from the perspectives of scholars in this area of
study. The third chapter presents the research methodology. It includes the research design, source of
data, sample, sampling technique, and data collection techniques. The fourth chapter includes analysis,
presentations, and interpretations of the collected data. The final chapter, chapter five, provides a
summary of major findings, the conclusion of the study, and will suggest possible recommendations.

6
 CHAPTER TWO
REVIEW OF RELATED LITERATURE

1.2 Theoretical literature

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).

1.2.1 Leadership Theory

A. Great-Man Theory

(In 1847, Carlyle) expression 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

7
B. Trait Theory

The early theorists opined that born leaders have been endowed with positive bodily tendencies and
personal 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 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
8
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 a side 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 of3 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
those3patternsin a single manner or the different

F. Transactional Theory

The transactional management changed in to defined as that during which leader-follower institution
shave 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

9
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:

(i) Idealized Influence (II): In this shape of leadership, the leaders act as position fashions for
his or her subordinates and that they show case 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 painting sand produce
new demanding situations and enthusiasm. The chief expresses the organizational functions
in easy phrases to the fans and has excessive expectancy sat 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).

1.2.2 Factors Affecting Project Manager Leadership Style

According to the Project Management Body of Knowledge (PMBOK), various elements influence a
project manager's leadership style, including:

I. Characteristics of a leader, such as ethics, emotions, wants, desires, values, conduct.

II. Characteristics of team members, such as ethics, emotions, wants, desires, values, conduct.

III. Organizational features, such as objectives, structure, and nature of labor, among others.

I. Environmental factors such as social surroundings, economic position, political aspects.

10
1.2.3 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 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
11
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

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"

12
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 (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,

13
thereby closing organic process gaps and increasing their probabilities for future success. Start with
these three elementary truths regarding leadership expertise (Hallenbeck, 2020)

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 has 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

1.2.4 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 standard sought to be nicely defined. Defining the
assignment fulfillment standard sought 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

14
customers. Instead, the fulfillment element sought to be phrased as “the product ought to include X
capabilities, or “the product ought to be finished through X days “The 3 key elements that could out
line assignment fulfillment consist of the following. The Iron Triangle (Cost + Scope + Time),
Realized Benefits, Stakeholder satisfaction (PM101, 2018)

1.2.5 Project manager versus project leadership

Project managers are answerable for overseeing now no longer simply the information of a under
taking, however additionally the precise traits of every undertaking participant. As a result, the
placement of an under taking 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 not ably 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. Table1displays 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 hyper link among the mission's purpose and the group's ambitions (Richmond, 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

15
 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 rights ability for every occasion. The mission supervisor's
management fashion commonly displays how control and management are used (PMBOK 2017).

Table 2-1management and leadership traits compared

Management Leadership
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 solving Focus on vision, alignment, motivation and inspiration

1.3 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 size able
issue of a PM's management developments is his or her character trait, that is accompanied with the

16
aid of using emotional intelligence, smooth management skills, and technical management abilities in
that order.

According to (Samson,2020), in the case of an Ethiopian defense construction enterprise, the project
leadership styles, skills, traits, control, and experience must become a natural practical act in every
task performed by project employees; the result would lead to significant improvements in project
performance as well as highly productive levels in project environments.

(Zinabu,2018) investigates, analyses, and compares the leadership styles used by managers of first-tier
contractors in China and Ethiopia. Among many different leadership theories, transformational and
transactional leadership theories have been chosen as the primary research focus in this study. Chinese
contractors are more likely than Ethiopian contractors to utilize transformative leadership. According
to the findings, Chinese and Ethiopian construction managers are more transformative and
transactional, respectively.

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

17
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 adult hood 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 communiqué talents, collaboration talents, trouble fixing and
analytical abilities, and interpersonal talents and crew constructing talents have a sturdy impact on
mission fulfillment whilst appearing research of the impact of PM's tender management talents on
mission overall performance. Similarly, Manazar discovered that the most power Full affiliation
existed among mission overall performance and communiqué talents, cooperation talents, and trouble-
fixing and assessing abilities.

Other studies, such as (Trivellasa and Drimoussisb, 2013), 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.

1.4 Conceptual frame work

The framework incorporates the findings of leadership theorists and project management scholars
within a contingency approach as described by (Ika,2009) as well as project management scholars

18
within the competing value framework approach by (Dulewicz & Higgs, 2004). also, project success
can be mostly measured by three variables time, cost and quantity. The framework shows the
variables of the study as follow:

Figure2-1conceptual framework

The PM's leadership qualities are made up of the individual's personal characteristics, as well as his or
her level of competence. Emotional intelligence, technical leadership skills developed, and soft
leadership capabilities According to management literature, the most effective leaders possess both
technical and soft abilities. The presence of traits is tacitly acknowledged by the competing value
framework model. And/or activities that conceptually align with the abilities linked with emotional
intelligence.

19
 CHAPTER THREE
RESEARCH METHODOLOGY

1.5 Research Design and Approach

This study uses a descriptive design to systematically describe a phenomenon, situation or population
and an explanatory research approach to understands the readers a particular problem in depth . This
design utilizes in the study to demonstrate the link between leadership qualities and the successful
completion of construction projects under ECWC. As a result, the study employed correlation,
multiple regressions to investigate the link between project successes this means dependent variable
and each of the factors of independent variables. Multiple regression analysis is used to 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 is 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 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.

1.6 Types and sources of data

20
The research 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 are collected from the
respondents through the use of interviews, surveys, fieldwork and Secondary data are obtained from
documentary sources such as Government departments, public sector organizations, industry
associations, educational institutions, private companies and market research provider.

1.7 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 project sand
there are105 projects managers in numbers. Therefore, this figure is used as the population and a
sample size of 84 is determined based on a confidence level of 95% and margin of error (confidence
interval) of 5%. The following sampling formula is employed to arrive at the sample size (Glenn,
2003).

N
n= 2
1+ N (e)
105
n= 2 =83.16=84
1+105 (0 . 05)

1.8 Method of data collection

In the primary data collection, structured questionnaires are prepared by empirical approach apply in
gathering the suitable data based on formulating a questionnaire strategically centered on the
principles of the proposed model. Each question is critically selected and carefully developed to seek
out valid responses from each participant and adopted from previous literatures which were
consolidated in a structured manner and administrated to the PMs. Although, each response was
subjective to the individual experiences, the goal was 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

21
first part of the questionnaire demographic data were 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 was applied both internet base and face to face interview because some participant
couldn’t 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 consists of
several critical questions and should take approximately ten minutes to complete. Additionally,
interview and focus group discussion were conducted with key project management professionals in
order to collect any complementary information that can add value to the research. Each participant
was well informed of relevance of the questionnaire and the significance of the information that is
being gathered.

1.9 Data analysis

After the data was gathered, the data were analyzed 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
research 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,

22
teamwork, timeliness, and effective conclusion; nevertheless, this study emphasizes on leadership as a
factor impacting project success.

Where:
PS= project success β0= Constant term
PT= Personal trait SS= Soft skills
X3= Technical skills WE= Work Experience
LS= Leadership Style EI= Emotional intelligence

PS=β 0+ β 1 PT + β 2 SS + β 3 TS+ β 4 WE+ β 5 LS + β 6 EI +ɛ

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 research 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).

Every statistical method is developed based on assumptions. The validity of results derived from a
given method depends on how well the model assumptions are met. Many statistical procedures are
“robust”, which means that only extreme violations from the assumptions impair the ability to draw
valid conclusions. Linear regression falls in the category of robust statistical methods. However, this
does not relieve the investigator from the burden of verifying that the model assumptions are met, or at
least, not grossly violated. The model assumption is the relationship between the IVs and the DV is
linear, there is no multicollinearity in your data, The variance of the residuals is constant, the values of
the residuals are normally distributed, there are no influential cases biasing your model.
According to (IMSL,2021), a regression model is a function that represents the connection between
one or more independent variables and a response, dependent, or target variable; hence, a regression
model is appropriate for this investigation.
23
1.10 Validity and Reliability

For the study findings to be regarded accurate, they must be both dependable and valid. The study
addressed the survey instrument's content validity by reviewing prior literature, describing each skill in
explicit terms to better comprehension of vocabulary used in the survey, and getting an expert
assessment of the survey content (Bauer, 2005).

The consistency with which the same results may be achieved in repeated research is referred to as
reliability. It defines how successfully a study finding may be applied to the population sampled
(Culler, 2009). One of the most prevalent methods is to employ the Cronbach's Alpha statistic (Rattray
& Jones, 2007). Cronbach's alpha is a metric that is based on the correlations between various items on
the same test, and it so reflects the extent to which the items in the construct yield comparable scores.
Cronbach's alpha increases as the correlations between the items rise. An alpha of 0.6-0.7 suggests
adequate internal validity, whereas an alpha of 0.8 or above indicates good dependability (Bryde,
2008).

The researcher attempted to modify instruments from other related literatures in line with the study's
subject in order for the instrument to truly measure what it wants to assess. Before drafting the
questions, the researcher relates them to the study's aims. An effort shall be made to assure the
material correctness of the data gathering device. The study addressed the quality validity of the
survey instrument by looking at past research and defining each aspect in straightforward words to
help comprehend the language.

A typical way is to check for consistency or reliability, which is typically stated as the Cronbach
coefficient. Usually, anything between 0.7 and 0.8 is considered appropriate (Nunnally, 1978). Thus,
the instrument found reliable for measuring leadership attributes of PM’s at ECWC.

24
Table 3-1Reliability Statistics

Reliability Statistics
Cronbach's Alpha N of Items

.930 45

Source: own survey (2022)

1.11 Ethical Consideration

This research is 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
are involved in gathering primary data. The research was informing the participants of the research’s
intent and invites 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).

25
 CHAPTER FOUR

Presentation, Analysis, Discussion and Interpretation of Results

1.9 Introduction
1.11.1 Response Rate and Demographic Information of the Respondent

A total of 84 questionnaires were given to all construction projects under ECWC. Out of which 77
questionnaires were completed and collected. Despite numerous reminders, seven participants were
unable to complete and return the questionnaires. As a result, the response rate is 91.67 percent, which
is much higher than (Mugenda, 2003) required response rate for analysis (at least 50 percent of
respondents).

Table 4-2Response Rate

No. of Response Rate

Status
Questionnaires (%)
Completed Questionnaires 77 91.67%
Uncompleted and not returned 7 8.33%
Total 84 100%
Source: own survey (2022)

As shown in the demographic data table (table 4.2), which shows that the majority of the respondents
were predominantly male. Regarding the age category, the highest numbers (39.0%) of respondents
fell under the age group of 29-39 years; 22.1% of respondents were in the age range of 40-50 years;
22.1% of respondents were in the age range of 18-28 years; 14.3% of respondents were in the age

26
range of 51-60 years;2.6% were above 61years old. The age distribution of the respondents revealed
that the majority of respondents are in the younger age group. Accordingly, 29.9% and 64.9% of
respondents have a BSc and an MA/MSc degree, respectively 1.3% of respondents have PHD and 3.9
have other

The results indicate, almost all respondents are taking project management course (88.3%) workforce
and people with a good understanding of the project management. When we look at the total number
of projects that respondents have been involved in over the last three years, 33.2% of respondents have
been involved in three projects; 37.7% of respondents have been involved in three to five projects;
15.6% of respondents have been involved in six to eight projects and 9 respondents, representing
11.7% of total respondents, have been involved in nine or more projects.
Table 4-3demographic data

Gender Taking Project Management Course

Frequenc
Percent Frequency Percent
y
Male 52 67.5 YES 68 88.3
Female 25 32.5 NO 9 11.7
Total 77 100 Total 77 100
Age Involved project
Frequenc
Percent Frequency Percent
y
18-28 17 22.1 1 1.3
29-39 30 39 <3 26 33.2
40-50 17 22.1 >8 9 11.7
51-60 11 14.3 5-7 29 37.7

61&above 2 2.6 8-10 12 15.6

Total 77 100 Total 77 100

Education Level
Frequenc
Percent
y

27
 Bachelor degree 23 29.9
Master’s degree 50 64.9
Doctorate
1 1.3
degree
Other 3 3.9
Total 77 100

Source: own survey (2022)

1.12 Evaluation of performance of construction projects under ECWC

Project success is the successful accomplishment of success criteria that must be stated at the outset of
the project. The primary project success factors that were highlighted for further examination were
time, cost, and quality.

Construction under the ECWC was classified as either successful or failed depending on the progress
tracking methods provided by the ECWC. For the sake of strategic project follow-up, reward, and
incentive, ECWC has divided the participating construction projects into distinct groups based on their
performance level.
The most important objectives for the success of building projects are cost, schedule, and quality. The
study finds high-performing construction projects under ECWC by employing the cost performance
index (CPI), schedule performance index (SPI), and quality performance index (QPI). Any value of
CPI <1 implies that expenses are being exceeded, and any value of SPI< 1 indicates that we are going
behind schedule, according to (PMI, 2009) and use in the following formula.

BCWP BCWP
CPI = SPI=
ACWP BCWS

Were,

28
ACWP = Actual Cost of Work Performed.

BCWP = Budgeted Cost of Work Performed.

BCWS = Budgeted Cost of Work Scheduled.

Appendix III discusses the source of the progress measurement and analysis used in the cost
performance index BHCS, WICS, TICS and entral branch use schedule performance index technique.

The Quality Performance Index (QPI) is a measure of consistency in the application of the Project
Standards and Procedures as well as the compliance of the delivered product with the project
specifications. Non-consistency in the application of project processes will lead to rework, poor
quality audits and high number of Non-Conformance Reports in ECWC construction projects
according to my interview.

1.13 Descriptive Statistics for Study Variables

The respondents were asked to give their thoughts on these aspects of project manager leadership
attributes and project success in ECWC. The replies to the following statements were evaluated using
a five-point Likert scale to establish their level of agreement with the statements for each dependent
and independent variable. The following is a summary of descriptive analysis for each variable.
1.13.1 Personal Leadership Trait

Six major aspects of personality characteristics were evaluated. The respondent's opinion regarding
personal features of PMs and ECWCs is midway between neutral and agreement, as illustrated in the
table below (table 4.2). The result demonstrates that the project team has relatively simple access to
the project managers in ECWC with the highest mean score. Almost all respondents agreed or strongly
agreed with the assertion that ECWC project managers are convincing.

Table 4-4Descriptive Statistics for Personal traits

No Personal Traits
Mean SD
The project managers of ECWC farsightedness, or the ability to operate
1 3.39 0.953
in the future, have an impact on project success.

29
 2 The project team has easy access to the project manager of ECWC. 3.49 0.968
3 The project manager of ECWC has focused on the result. 3.44 0.896
4 The project manager of ECWC has enthusiasm. 3.45 1.119
5 The project manager of ECWC has persuasiveness. 4.01 0.896
The project manager of ECWC's social behavior, social adaptability, and
6 3.47 1.03
extrovert nature have an impact on project success
3.54 0.98
Source: own survey (2022)

Regarding the remaining personal leadership traits of PMs, the majority of respondents responded as
neutral. From the findings of the study, the personal trait factor that has the least mean score is the
farsightedness of the project manager.

1.13.2 Soft Leadership Skill

The overall soft leadership skill of the PM, as a component of leadership attributes practice, scored
4.03. The study found out both that the PM’s communication skills and coordination skills. Have the
highest mean score. It is also supported by the response from the interview. It implies most of the
respondents (42.9%), (49.4) agree and (35.1%) (27.3) strongly agree that PMs in ECWC have
communication skills and coordination skills. The second highest mean score for soft skills is PM’s
team-building and delegation skills. The third highest mean score for soft skills is PM’s coordination
skill. PMs has team-building and delegation skills. And interpersonal skills are ranked fourth and fifth,
respectively.
Table 4-5Descriptive Statistics for soft skill

No Soft Skills (SS) Mean SD

1 The project manager in ECWC has communication skills. 4.03 .986
2 The project manager in ECWC has interpersonal skills. 3.43 1.006
3 The project manager in ECWC has coordination skills. 4.03 .805
4 The project manager on ECWC has team-building and delegation skills. 3.92 .860
The project manager on ECWC has problem-finding, analyzing, and 3.97 .864
5
solving skills.
3.88 0.90
Source: own survey (2022)
30
 1.13.3 Technical Leadership Skill

The overall technical leadership skill of PM, as a component of leadership attributes practice, is above
neutral, as shown in the above table (table 4.5). It implies respondents have feel confident that PM in
ECWC has the overall technical skills. The study also found that the respondents agreed or strongly
agreed with the statement ’The project managers in ECWC have has knowledge of cost management.
PM’s in ECWC also have procurement management skills and stakeholder identification and
management skills, according to most respondents

Table 4-6Descriptive Statistics for technical skill

No Technical Skills (TS) Mean SD

1 The project manager of ECWC has knowledge of cost management. 3.87 0.864
The project manager of ECWC has knowledge of quality
3 3.47 1.059
management.
4 The project manager of ECWC has knowledge of risk management. 3.6 0.99
The project manager of ECWC has knowledge of stakeholder
5 3.73 1.021
identification and management.
6 The project manager’s knowledge of procurement management 3.75 0.981
The project manager of ECWC has knowledge of human resource
7 3.48 0.95
management.
3.65 0.98
Source: own survey (2022)

1.13.4 Emotional Intelligence (EI)

As the above table depicts, the overall Emotional Intelligence (EI) practice of PM falls above average,
score mean and standard deviation of 3.43 and 1.01 respectively. When we look at the items, the
highest score is “The project manager on ECWC has a degree of self-management." with a mean value
of 3.67. The has a degree of social awareness of the working environment. And degrees of self-
management both have above-average means. It means that while most ECWC PMs are a degree of
social awareness of the working environment and self-management, when it comes to self-awareness,
the mean is below-average means.

31
Table 4-7Descriptive Statistics for emotional intelligence

N Emotional Intelligence (EI) Mea SD

o n
1 The project manager on ECWC has a degree of self-awareness. 2.87
1.0
2 The project manager on ECWC has a degree of self-management. 3.67
5
The project manager on ECW has a degree of social awareness of the 0.9
3 3.57
working environment. 4
The project manager on ECWC has a relationship management approach with 1.0
4 3.62
various stakeholders. 4
1.0
3.43
1

Source: own survey (2022)

1.13.5 Work Experience (WE)

As indicated in the above table, the total Work Experience of PM as a component of leadership
qualities practice is above neutral, (Table 4.3). It suggests that respondents are sure that the PM in
ECWC has general work experience. The study also discovered that respondents were agree about the
statement ECWC project managers guided the project team through the process, that they were likely
to engage in the tangible activities required to move the project forward, and that they kept a record of
each project's progress using tools such as data collection and status reports. According to the majority
of respondents, project managers at ECWC have established a plan that will lead the whole project
from conception to completion, specifying its scope, necessary resources, expected schedule, and
communication strategy abilities.

Table 4-8Descriptive Statistics for work experience

No Work Experience Mean SD

The ECWC project managers have created a blueprint that will guide the entire 3.76 .922
1 project from conception to completion, defining its scope, required resources,
expected timeline, communication strategy, and more.
2 ECWC project managers guided the project team through the process. 3.82 .934
A project manager of an ECWC is likely to engage in the tangible activities 3.74 .894
3
required to move the project forward.
4 Project managers on ECWC have to keep a record of each project’s progress with 3.34 1.059
32
 tools such as data collection and status reports.
3.67 0.95

Source: own survey (2022)

1.13.6 Leadership Style

Table 4-9Descriptive Statistics for Project leadership style

No leadership style (LS) Mean SD

Transformational Leadership Style: the managers on ECWC transforming" and 3.64 1.025
1
improving upon the company's conventions
Laissez-faire Leadership Style: The manager of ECWC allows employee to make their 3.61 .891
2
own decisions
Transactional Leadership Style: The managers on ECWC have reward their employees 3.94 .991
3
for precisely the work they do.
Democratic Leadership style: The managers of ECWC have decisions based on the input 3.55 .897
4
of each team member
Autocratic Leadership: The managers of ECWC have decisions without taking input 3.48 .940
5
from anyone who reports to them
Coach-Style Leadership: The managers on ECWC have focuses on identifying and 3.49 .927
6
nurturing the individual strengths of each member on his or her team
Bureaucratic Leadership: This style of leadership might listen and consider the input of 3.45 .953
7 employees, but the leader tends to reject an employee's input if it conflicts with company
policy or past practices.
3.59 0.95
Source: own survey (2022)
33
As the above table depicts, the overall leadership style (LS) practice of PM falls above average, score
mean and standard deviation of 3.59 and .95 respectively. When we look at the items, the highest score
is “Transactional Leadership Style: The managers on ECWC have reward their employees for
precisely the work they do”. With a mean value of 3.94. The all-other leadership style has above -
average means. It means that while most ECWC PMs uses mixed leadership style.

As interview respondent illustrated, there is official rewarding system and most project managers uses
mixed leadership style. On the other hand, employee with good performance has been nominated for
Factory acceptance test and training informally. ECWC was announced a rule that state employee’s
key performance indicator will be used for the purpose of promotion and for other benefit such as
bones and annual increment and it’s applied if the company is profitable.
All PM’s leadership attributes, including personal trait, soft skill, technical skill, and work experience
and leadership style were found to be crucial for project performance at ECWC, according to the
study. The study's findings indicated that the table 4.10

Table 4-9summry of regression results for leadership attributes

No over all leadership attribute Total Mean value Rank

1 Soft Skills (SS) 3.88 1
2 Work Experience (WE) 3.67 2
3 Technical Skills (TS) 3.65 3
4 leadership style (LS) 3.59 4
5 Personal Traits (PT) 3.54 5
6 Emotional Intelligence (EI) 3.43 6
Source: own survey (2022)

1.13.7 Project Success

Under project success, three key aspects were evaluated: project, completion within budget, schedule,
and quality.

34
 Table 4-10descriptive statics for project success

Descriptive Statistics

Mean Std. Deviation

Time 2.4134 .89737
Quality 2.3571 1.18407
Cost 2.5216 1.18079

Source: own survey, 2022

As the accompanying table shows, the overall success rate of project completion at ECWC is below
average. Almost majority respondents disagree with the statement "the project at ECWC was finished
under budget, within schedule, and with particular quality."

1.14 Analysis of Data

1.14.1 Model Diagnosis

Six assumption of multiple regression these are; The relationship between the IVs and the DV is
linear; There is no multicollinearity in your data.; The values of the residuals are independent; The
variance of the residuals is constant.; The values of the residuals are normally distributed.; There are
no influential cases biasing your model.

I Correlation diagnosis
The first assumption we may put to the test is that the predictors (or IVs) are not too connected. We
can accomplish this in two ways. First, we must examine the Correlations table. Correlations greater
than 0.8 may be troublesome; see the new correlation matrix. (Evans,1996) 0.80 - 1.00 "Very strong"
connection. The independent variables do not have a strong relationship. that excellent. And also,
dependent variable is strong relationship independent variable.
Table 4-10Correlations of IDV and DV

Correlations
PS SS TS LS EI PT WE
PS Pearson Correlation 1 .618** .614** .484** .539** .575** .783**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000
SS Pearson Correlation .618** 1 .711** .177 .059 .409** .685**
Sig. (2-tailed) .000 .000 .124 .608 .000 .000
35
TS Pearson Correlation .614** .711** 1 .266* .096 .439** .672**
Sig. (2-tailed) .000 .000 .019 .407 .000 .000
LS Pearson Correlation .484** .177 .266* 1 .362** .227* .370**
Sig. (2-tailed) .000 .124 .019 .001 .047 .001
EI Pearson Correlation .539** .059 .096 .362** 1 .228* .227*
Sig. (2-tailed) .000 .608 .407 .001 .046 .047
PT Pearson Correlation .575** .409** .439** .227* .228* 1 .339**
Sig. (2-tailed) .000 .000 .000 .047 .046 .003
WE Pearson Correlation .783** .685** .672** .370** .227* .339** 1
Sig. (2-tailed) .000 .000 .000 .001 .047 .003

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

We can also test this assumption by looking at the Coefficients table. This allows us to more formally
check that our predictors (or IVs) are not too highly correlated. We can use VIF and Tolerance
statistics to assess this assumption. a VIF above 4 or tolerance below 0.25 indicates that
multicollinearity might exist, and further investigation is required. According to (corporate finale
institute, 2022). For the assumption to be met we want VIF scores to be well below 4, and tolerance
scores to be not below 0.1;
Table 4-12Collinearity Statistics

Coefficients a
Collinearity Statistics

Tolerance VIF
SS .393 2.545
TS .406 2.464
LS .765 1.308
EI .818 1.223
PT .747 1.339
WE .407 2.454

36
 a. Dependent Variable: PS

Source: own survey (2022

II The values of the residuals are independent.
To check the next assumption, we need to look at is the Model Summary box, we can use the Durbin-
Watson statistic to test the assumption that our residuals are independent (or uncorrelated).

Table 4-11Durbin-Watson

Model Summary b
Model Durbin-Watson
1 1.623
a. Predictors: (Constant), WE, EI, PT, LS, TS, SS
b. Dependent Variable: PS

Source: own survey (2022

This statistic can vary from 0 to 4. For assumption to be met, we want this value to be close to 2.
Values below 1 and above 3 are cause for concern and may render your analysis invalid.

II. The variance of the residuals is constant.

Homoscedasticity is used to determine whether the relationship under investigation is the same across
the entire range of the dependent variable, according to (Garson ,2012), and lack of homoscedasticity
is indicated by higher errors (residuals) for some portions of the range, as shown on the scatterplot. If
the assumption of homoscedasticity is met, the graphs of *ZRESID and *ZPRED should look like a
random arrangement of dots around zero, as shown by (Field ,2009). Similarly, as seen in figure 4.1
below, the points are dispersed randomly and equally throughout the plot, with no obvious outliers on
this cloud of dots centered on zero. Thus, it can conclude that the random errors and homoscedasticity
assumption has been met. generally, appears more random than funneled, this assumption is probably
ok.

37
Figure 4-2Homoscedasticity

Source: own survey (2022

IV The values of the residuals are normally distributed.

As a result, among the several approaches to verify the normality assumptions for basic linear
regression analysis, inspecting a distribution using a histogram and a P–P plot (probability–probability
plot) is recommended. As a result, in order to verify the validity of these assumptions, the researcher
uses a histogram and a P-P plot to check for normality.
As (Garson, 2012) and (Field,2009) pointed out, the form of a symmetric bell-shaped curve as normal
distribution. Accordingly, as can be seen in the figure 4.2, the histogram appears to have normal
distribution or bell-shaped curve and the distribution is normal. Also, the curve is symmetrical and
skewed. As a result, it can conclude that it is a good model for the data

38
Figure 4-3probability–probability plot

Source: own survey (2022

Deviations from normality are also visible in the normal probability plot. The dots in this figure reflect
the observed residuals, whereas the straight line indicates a normal distribution. As a result, with a data
set with precisely normal distribution, all points will lie on the line (Field, 2009). Similarly, as seen in
the preceding figure (figure 4.3), the dots are closely aligned to the straight-line, indicating a minor or
no deviation from normality. As a result, the basic linear regression assumption has been fulfilled, and
we may reasonably infer that the model is correct and can be generalized to the entire population.

Figure 4-4the normal probability plot

Source: own survey (2022

39
V There are no influential cases biasing your model
Looking at the Cook’s Distance values we told SPSS to save for us. This contains the Cook’s Distance
statistic for each participant. Any values over 1 are likely to be significant outliers, which may place
undue influence on the model, and should therefore be removed and your analysis rerun. In this
research, no such instances have occurred.

1.14.2 Linear regression Analysis (Simple and Multiple Linear regression analysis)

The primary objective of regression analysis is to develop a linear relationship between a project success
and leadership attribute for the purposes of prediction, assumes that a functional linear relationship exists,
and alternative approaches (functional regression) are superior.
I. Simple linear regression

Table4-124Model summery, PM’s leadership attributes as predictor of Project success in ECWC

Model Summary b
Std. Error of the
Model R R Square Adjusted R Square Estimate
1 .841a .706 .703 .34122
a. Predictors: (Constant), Leadership attribute
b. Dependent Variable: PS

A linear regression model is one in which the relationship between inputs and outputs is a straight line,
therefore use simple linear regression to examine the direct association between leadership attributes
and project success, and also use the R-square in the linear regression model.

From the above table 4.12, it can be detected that R is .841 and R square is .706. This implies that
about 70.6% of the variance in project success (dependent variable) can be explained by PM’s
leadership attributes (independent variable). Other variables not included in this study account for the
remaining 29.4 percent of the variance.
As per the interviewee, PM’s leadership has great role for the success of the project in ECWC.
However, the practice and the structure of the organization allowed full delegation for the project
managers to exercise. There are other internal and external stakeholders that have impact the project

40
 success such as Procurement Executive office, project management department and external
consultant.

Table 4-135ANOVA, PM’s leadership attributes as predictor of Project success in ECWC

ANOVA a
Model Sum of Squares df Mean Square F Sig.

Regression 21.020 1 21.020 180.531 .000b

1 Residual 8.732 75 .116
Total 29.752 76
a. Dependent Variable: PS
b. Predictors: (Constant), Leadership attribute

Source: own survey (2022)

The F test result in this above ANOVA table is 180.53, with a significance of less than.001, indicating
that the odds of these occurrences occurring by random are less than .001. As a result, the PM's
leadership attributes influence a significant portion of project success, implying that the independent
variable (PM's leadership attributes) statistically and significantly predicts the dependent variable
(project success in ECWC), and thus the overall regression model is significant and is a good fit of the
data, F (1, 75) = 180.531, p < .001, R2 = .706.

Furthermore, the reduced standard error of the estimate and larger F value demonstrated that the
dependency between the two variables, i.e., PM leadership traits and project performance, is strong
and substantial. As a result, it can be inferred that the PM's leadership traits have a considerable impact
on project success, where, p < .001.
Table 4-146Model summery, PM’s leadership attributes as predictor of Project success in ECWC

Coefficients a
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) -.617 .312 - .052

41
 1.97
6
Leadership 1.147 .085 .841 13.4 .000
attribute 36

Source: own survey (2022)

Based on the above coefficient table (table 4.17), Beta-value of .841 indicates that there is a direct
relationship exists between PM’s leadership attributes and project success. the B value (1.147) in the
unstandardized coefficient column, represent that, considering all other factors constant at zero, for
every one unit increase on leadership attributes (LA), we expect 1.147 unit increase in project success
in ECWC. This implies that, as a project manager plays an effective leadership role at the company,
successful projects increase significantly. Thus, the regression equation, in this condition, will be: -
PS = -0.617 + 1.147LA.
This implies that, as leadership attributes is in place at the organization, project success rate in ECWC
increases significantly. According to the above discussions in describing the influence of leadership
attributes on project success, project success is influenced by several factors other than the role of the
project manager; and this is supported by the regression result, which demonstrates that other factors
account for 29.4 percent of the variance in project performance., which may include other government
administration offices, other executive offices under CEO such as top management support,
contractors, external consultant and procurement executive office’s performance also has great impact
on the project success as per the interview conducted.
II. Multiple Linear Regression Analysis

The standardized coefficients are utilized to measure the relative significance of the key predictors.
The result shows that the best predictor is personal trait which has the highest standardized coefficient
(.228) and the lowest significance (.005).
Table 4-157Summary of regression results for leadership attributes

Coefficients a
Unstandardized Standardized
Coefficients Coefficients
B Std. Error Beta t Sig.
(Constant) -.301 .239 -1.263 .211
42
 SS .121 .072 .127 1.677 .098
TS .031 .063 .037 .500 .619
LS .096 .052 .100 1.843 .070
EI .226 .036 .327 6.220 .000
PT .225 .050 .249 4.516 .000
WE .376 .059 .475 6.381 .000
a. Dependent Variable: PS

Source: own survey (2022)

Followed by work experience which has a standardized coefficient of .376 and significance of p=
0.000 it suggests that in ECWC work experience, personal trait and leadership style have a positive
and significant impact on project success. However, results presented in the study showed that soft
skill, technical skill and leadership style has a positive and insignificant effect on successful
completion of projects. The regression equation is: -

PS=−0.301+0.225 PT +0.121 SS +0.031 TS+0.376 WE +0.096 LS+ 0.226 EI

From this influence exerted on PM’ LA, work experience, personal trait and leadership style have
statistically unique contribution for the outcome. Therefore, it can be induced from the above result
that, personal trait with idealized influence (behavior & attributes), inspirational motivation,
intellectual stimulation, and individual consideration highly influence the success rate of project in the
organization significantly.

CHAPTER FIVE

SUMMARY OF FINDING, CONCLUSION AND RECOMMENDATIONS

The findings of the study on the PM’s leadership attributes for project success in the case of Ethiopian
Construction Works Corporation are summarized in this section. It also includes conclusions and
recommendations based on the findings.

43
1.15 Summary of finding

 All PM’s leadership attributes, including personal trait, soft skill, technical skill and work
experience and leadership style were found to be crucial for project success at ECWC,
according to the study.
 According to the study, leadership attributes have a direct influence on project cost, time, and
quality.
 The study's findings indicated that the table 4.10 majority of senior project personnel at the
business agree on the soft skills of the PM (Mean = 3.88). According to the study's findings,
the majority of employees agree that "the project managers at ECWC have expertise in
communication and coordination skills, are also skilled has problem-finding, analyzing, and
solving skills." Furthermore, the respondents' views on work experience at ECWC were mostly
in accord (Mean = 3.67). The majority of employees in the survey discovered that the project
managers guided the project team through the process, Similarly, the study found that project
senior staff opinions on PM technical competency are usually in accord (3.67), leadership style
(3.59). This result reveals that senior project personnel at ECWC believe that PMs possess
general leadership abilities, personal characteristics (3.54), and emotional intelligence (3.05).

 The study also conducted correlation analysis to learn the relationship between the independent
variables and dependent variable project success at ECWC. Its results revealed that all the
independent variables have a positive, strong and significant correlation with project success at
ECWC.
 As per the regression analysis’s result, work experience has the highest positive (B=0.376) and
significant effect on successful completion of projects. Emotional intelligence also has a
positive (B=0.226) and significant effect on successful completion of projects. Similarly,
personal trait (B=0.225), soft skill (B=0.121), leadership style (B=0.096) and technical skill
(B=0.031).

 This indicates those PMs have good a work experience is more likely to have a positive impact
on the success of the project in ECWC (B = 0.376). Moreover, PMs with a higher degree of
emotional intelligence value are more likely to lead to success (B=0.226). In addition, cost
management skills and procurement management skills were the major personal attributes that
44
 were associated with the persuasiveness, the project team has easy access to the project
manager of ECWC, Similarly, temporal skills and communication skills were the major soft
skill leadership attributes that were associated with the successful completion of projects in
ECWC.

1.16 Conclusion
 The main aim of the study was to assess the current leadership attributes of project managers
that have significance for the success of construction projects under ECWC.

 According to the findings, the six leadership characteristic factors studied predict the
successful completion of the project by 70.6 percent. This result suggests that there is a
substantial association between leadership characteristics and project success. This implies that
ECWC should place a greater focus on developing PMs' leadership skills in order to increase
project success rates.

 PMS work experience had the strongest link with project success among the six criteria under
leadership traits. This means that project managers with relevant work experience and who use
the transactional leadership style are more likely to complete the project within the timeframe
set. As a result, in order to improve project success rates, ECWC PMs must embrace a
transactional leadership style.
 Consultants, design and inspection managers, project engineers, and other practitioners in the
field of project management. The proposed leadership competencies in each hypothesis are a
product manufactured from various academic literatures. These critical leadership
competencies are not a direct formula for success; instead, they are a guideline that if used
effectively can produce significant positive results.

1.17 Recommendations

 According to the study's findings, work experience and personal traits that project manager’s
value are the most important determinants of leadership attributes that have a positive impact

45
 on project success, and project managers should be equipped with these leadership traits to
ensure project success.
 Leadership is key elements that must be exercised in any projects in order achieve a particular
outcome or objective. The actions and direction that a project employee decides to take is
extremely critical for the level of cooperation and the performance he/she will receive from his/her
project team members.
 As a consequence of the findings of this study, construction sectors are highly diverse and include a
large number of stockholders; thus, I propose that project management teams be one of the group
members in construction, such as contractors and consultants.

 Project manager are no longer simply classified in the role of the “Boss” but rather are
individuals of unique and extraordinary characteristics. A project leader thrives in any
environment and seeks out the best of people, is unafraid to take risks and minimize failure.
The end goal to achieve effective leadership in project management and project success is
definitely a long journey that is filled with obstacles, challenges but at the same time it is full
of great opportunities and remarkable experiences. The path towards becoming a great project
leader in the field of project management entails courage, passion, perseverance, wisdom,
patience and selflessness. Project management demands project leaders with high levels of
diverse skills in order to cope with the extreme mandates of the job, such as managing
resources, supervising people, schedule timelines, negotiate contracts and so on.

1.18 Suggested Further Research

In this study, six leadership qualities in the ECWC construction industry are examined: leadership
style, leadership soft skills, leadership personal attributes, leadership emotional intelligence, leadership
46
technical skills, and leadership work experience. The major purpose of this research was to look at the
leadership traits of project managers that impact project completion in Ethiopian Construction Works
Corporation construction projects (ECWC). The study focused on the success of ECWC construction
projects as seen by project management office management members, with respondents taken from a
single organization and the company's construction sectors. Three conclusions may be drawn from the
research. One, future scholars should investigate 29.4% of the other elements influencing project
success. Second, numerous non-governmental and commercial entities must be extensively examined
in order for the conclusion to be relevant and universally applicable. Third, they suggested that this
subject be researched from the viewpoints of recipients, external advisors, and donors, you address the
consultant with project stakeholders functioning as the sample population, particularly for your project
performance as only assessed by quality. Finally, a complete analysis of project beneficiaries from
their perspective should be done.

47
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Team, C. (2018, march 19). How to Define Project Success Criteria? Retrieved from copper:
https://www.copperproject.com/2018/03/pm-101-define-project-success-criteria/

Tsion. ( 2019, 06). AAU-ETD . Retrieved from College of Business and Economics → School of
Commerce → Project management →: http://etd.aau.edu.et/xmlui/handle/123456789/19856

Yang, L. R., Huang, C. F., & Wu, K. S. (2011). The association among project manager's leadership
style, teamwork and project success. International journal of project management, 29(3), 258-
267.
ZINABU. (2018). ASSESSMENT OF THE EFFECT LEADERSHIP STYLE AND CULTURE ON
PROJECT PERFORMANCE- THE CASE OF HIGH- GRADE ETHIOPIAN AND CHINESE
CONTRACTORS IN. AA: AAU.

Yukl, G. (2001). Leadership in organizations. Upper Saddle River, NJ: Prentice-Hal.

Feidler, F., & House, R. (Eds.). (1994). Leadership theory and research:

Zhao, K. (2019). James T. Schleifer: Tocqueville. (Cambridge: Polity, 2018. Pp. 192.). The Review of
Politics, 81(4), 703–706. Cambridge University Press

IV
 Annex I: Questionnaire
LUNAR INTERNATIONAL COLLEGE
Survey questioner for the fulfillment of Masters of Science in project Management

Dear Sir/Madam

Good day! I am a graduate student in the postgraduate program of Project Management. I am currently
undertaking a research project on the topic “The effect of Leadership Attributes on Project
performance; The Case Study of ECWC” to fulfill the partial requirement for the Master’s Degree
program.

You are one of the respondents that have been selected to participate in this research. I would be
grateful if you kindly take few minutes of your time from your busy schedule to fill out this
questionnaire by reflecting on your personal experience with regard to the issues raised. Your
willingness and cooperation in giving genuine information is well appreciated and the information you
provide will be used for academic purpose only and will be kept in strict confidentiality.

If you would like to gain further information about this study or have a problem in completing this
questionnaire, please contact me via email fikruaddis12@gmail.com or on my cell phone 0930-30-79-
80.

I would like to thank you in advance for your cooperation and taking the time to consider my request.

Yours Sincerely,

Addisu Fikru

V
Section 1: General Information
Please put a check mark (√) on the appropriate box.
1. Sex
Female Male
2. Age
18-28 29-39 40-50 50-60 61 and above
3. Education level
Diploma Doctorate degree
Bachelor Degree Other: _______________
Master’s Degree
4.Have you take project managements training?
Yes No
5. Work Experience
4-7year 9- 14year
8-12 year 15& above year
5. Total number of projects you have been involved in your organization during the past three years?
<3 3-5 5-7 >7
6. What is the project you currently working?

7. How long have you been working in this project?

8. Job position
Project Manager/ project coordinator
Senior Engineer
Site Manager/ site coordinator
Other: _______________

VI
Section 2: Leadership Attribute and Project Success
Please respond according to your first reaction to each statement by putting X or √ mark to show the degree to
which you concur with the statement
Part 1: leadership attributes
1= strongly Disagree, 2= Disagree, 3=Neutral, 4= Agree, 5=strongly agree
No Personal Traits (PT) 1 2 3 4 5
The project managers of ECWC farsightedness, or the ability to
1
operate in the future, has an impact on project success.
2 The project team has easy access to the project manager of ECWC.
3 The project manager of ECWC has focused on the result.
4 The project manager of ECWC has enthusiasm.
5 The project manager of ECWC has persuasiveness.
The project manager of ECWC's social behavior, social adaptability,
6
and extrovert nature have an impact on project success
No Soft Skills (SS)
1 The project manager in ECWC has communication skills.
2 The project manager in ECWC has interpersonal skills.
3 The project manager in ECWC has coordination skills.
The project manager on ECWC has team-building and delegation
4
skills.
The project manager on ECWC has problem-finding, analyzing, and
5
solving skills.
No Technical Skills (TS)
1 The project manager of ECWC has knowledge of cost management.
The project manager of ECWC has knowledge of quality
2
management.
3 The project manager of ECWC has knowledge of risk management.
The project manager of ECWC has knowledge of stakeholder
4
identification and management.
5 The project manager’s knowledge of procurement management
The project manager of ECWC has knowledge of human resource
6
management.

VII
No Emotional Intelligence (EI) 1 2 3 4 5
1 The project manager on ECWC has a degree of self-awareness.
2 The project manager on ECWC has a degree of self-management.
The project manager on ECW has a degree of social awareness of
3
the working environment.
The project manager on ECWC has a relationship management
4
approach with various stakeholders.
No Work Experience (WE)
The ECWC project managers have created a blueprint that will
guide the entire project from conception to completion, defining its
1
scope, required resources, expected timeline, communication
strategy, and more.
ECWC project managers guided the project team through the
2
process.
A project manager of an ECWC is likely to engage in the tangible
3
activities required to move the project forward.
Project managers on ECWC have to keep a record of each
4 project’s progress with tools such as data collection and status
reports.
No leadership style (LS) 1 2 3 4 5
Transformational Leadership Style: the managers on ECWC
1
transforming" and improving upon the company's conventions
Laissez-faire Leadership Style: The manager of ECWC allows
2
employee to make their own decisions
Transactional Leadership Style: The managers on ECWC have
3
reward their employees for precisely the work they do.
Democratic Leadership style: The managers of ECWC have
4
decisions based on the input of each team member
Autocratic Leadership: The managers of ECWC have decisions
5
without taking input from anyone who reports to them
Coach-Style Leadership: The managers on ECWC have focuses on
6 identifying and nurturing the individual strengths of each member
on his or her team
Bureaucratic Leadership: This style of leadership might listen and
consider the input of employees, but the leader tends to reject an
7
employee's input if it conflicts with company policy or past
practices.

VIII
 Part 2: project success
No project success 1 2 3 4 5
1.Cost
1 The project implementation was completed within or below
budget.
2 Under the ECWC construction project there is Estimate Cost.
3 In general, the project cost management methods used was
helpful for the overall success of the project
The project in ECWC implementation was completed within
budget Yes No
2.Time 1 2 3 4 5
No delays were experienced in securing funds during project
1
implementation
At time of project completion, there were no financial claims
2
that remained unsettled from this project
Under ECWC Project before staring any activity of construction
3
Define activities.
Under the ECWC construction project there is Estimate activity
4
resources and Estimate activity durations.
Under the Construction Project there is ECWC Develop
5
schedule and Control schedule.
6 The project under ECWC was completed within time line
The project under ECWC was completed within schedule Yes No
3.Quality
The project under ECWC have Quality Organization and
1
Management
The project Under ECWC have Documented Standards and
2
Specifications
The projects under ECWC have Formal Qualifications of
3
Subcontractors and Suppliers.
4 The projects under ECWC have Documented Field Inspections.
The project under ECWC was completed within specific
quantity Yes No

IX
 Annex II: Interview Questions
LUNAR INTERNATIONAL COLLEGE
MASTER PROGRAMS IN PROJECT MANAGEMENT

Interview Questions for Managing Directors and top management corresponding executive officers

Sir/Madame, good morning/afternoon I'd like to invite you to an interview that will take fifteen
minutes of your time. The interview is part of an academic study titled " The effect of Leadership
Attributes on Project performance: The Case of ECWC." I'm hoping you're determined to explain why
I'm here. The information will be kept private and used for research purposes only. I'd want to express
my gratitude in advance for your kind cooperation.

1. How long have you been serving ECWC?

2. How do you describe the leadership role of the project managers for the success of ECWC
project?
3. What kind of criteria and consideration ECWC use to select project managers and monitor
their leadership performance for the success of the project?
4. Is there any strategy or policy to avoid unethical behavior of project managers? Please discuss
the trend and challenges related with the application of the policy or the strategy?
5. What kind of method you or project managers under use to motivate/inspire the project team
for the success of the project? Is there any formal/informal rewarding system to linking effort
and reward? Do you/Project managers can be observed having convincing personality and
influencing by creating impression & motivation?
6. What are basic challenges in project leadership to have more successful projects in ECWC?
7. What are the criteria for project success in ECWC? How is this criterion related to project
manager’s leadership attributes (i.e., personal trait, emotional intelligence, soft skill, technical
skill, leadership style, and work experience)?

X
 Annex III- Projects background and construction project performance of ECWC up to April
2022
BHCS maintenance projects

ፕሮጀክቱ ከተጀመረ እስከ አሁን ድረስ ያለው ዕቅድ

ኮንትራት ዋጋ
የፕሮጀክቱ
N አፈፃፀም /Since Project Commencement To

በብር
Date CPI SPI
O
ዕቅድ ክንውን ንጽጽር
የገቢዎች እና ጉምሩከ
1 24,259,654.78 102% 7.03 7.19
ጽ/ቤት ህንፃ ጥገና ፕሮጀክት 174,389,035.78 24,802,710.92
የኢፌድሪ ሕዝብ ተወካዮች
2 72,433,543.41 104% 0.97 1.01
ምክር ቤት 72,915,115.83 75,206,319.02
የአዲስ አበባ ፖሊስ ኮሚሽን
3 40,187,970.08 98% 2.19 2.15
ጥገና ፕሮጀክት 86,462,009.38 39,539,763.25
በአዲስ አበባ ዙሪያ የሚሰሩ
4 የፖሊስ ካምፕ ስራ 49,262,433.52 115% 1.38 1.59
78,341,183.44 56,699,714.32
ፕሮጀክቶች( ቁጥር 3)
የኢትዮጵያ ሀገር አቀፍ
የትምህርት ምዘናና ፈተናዎች
5 6,227,993.30 103% 15.26 15.67
ኤጀንሲ ጥገና ፕሮጀክት 97,586,790.45 6,394,875.00
(B+G+6 project)

ኢትዮ ኢንጂነሪንግ ግሩፕ

6 ሥልጠና ማዕከል የቢሮ ህንፃ 2,209,398.98 149% 2.56 3.80
8,403,387.66 3,287,003.24
ጥገና ፕሮጀክት

የፌድራል ጠቅላይ አቃቢ

7 1.74 -
ህግ ጥገና ፕሮጀክት 86,101,934.29 49,594,924.41
8 መንገድ ፈንድ 1.08 -
12,399,025.50 11,464,078.01
የሚኪሊላንድ ፊዚካል
9 ሪሃቢሊቴሽን ማዕከል ጥገና 0.00 -
34,946,755.18
ፕሮጀክት

616,598,482
194,580,994.07 301,936,143.3 155% 2.04 3.17
.33
4

XI
 BHCS Construction project

ፕሮጀክቱ ከተጀመረ እስከ አሁን ድረስ ያለው ዕቅድ

ኮንትራት ዋጋ
የፕሮጀክቱ
አፈፃፀም /Since Project Commencement To

በብር
Date
N
ዕቅድ ክንውን ንጽጽር
O CPI SPI
የፌዴራል የሰነዶች ማረጋገጫና 1,434,323,142. 205,658,15 200,851,148.
1 ምዝገባ ኤጀንሲ ግንባታ ፕሮጀክት 49 0.96 47 98% 7.1 7.0
የቀድሞ የመንግስት ኮሚኒኬሽን
ጉዳዮች ቢሮ የአሁኑ ንግድና
ኢንደስትሪ ሚኒስቴር ቢሮ ህንፃ 1,181,740,900. 27,761,06 31,977,824. 42.
2 የማጠናቀቂያ ሥራ ፕሮጀክት 27 4.90 26 115% 37.0 6
የአዲስ አበባ መግቢያና መውጫ
የገበያ ማዕከል ግንባታ ፕሮጀክት 869,466,611. 466,544,91 495,729,034.
3 65 0.63 82 106% 1.8 1.9
የኮልፌ ቀራንዮ መንዲዳ አጠቃላይ 637,665,835. 123,890,62 119,352,016.
4 ሆስፒታል ህንፃ ግንባታ ፕሮጀክት 13 2.45 30 96% 5.3 5.1
የፐ/ ሰረቪስ ዲፖ ህ/ግ/አጠቃላይ 159,552,365. 102,712,83 99,805,336.
5 ፕሮጀክት ጀሞ ሳይት 99 4.60 37 97% 1.6 1.6
በአዲስ አበባ ዙሪያ የሚሰሩ
የፖሊስ ካምፕ ስራ ፕሮጀክቶች( 90,946,729. 59,204,20 60,633,447.
6 ቁጥር 1 ) 35 8.09 63 102% 1.5 1.5
የፐ/ ሰረቪስ ዲፖ ተጨማሪ
ሥራዎች ግ/ፕሮጀክት ጀሞ ሳይት 71,458,894. 1,261,489.
7 (ሳይት ስራ) 01 - 92 56.6 -
የፐ/ ሰረቪስ ዲፖ ህ/ግ/ አጠቃላይ 151,323,207. 79,590,75 75,697,004.
8 ፕሮጀክት የካ ሳይት 38 7.77 70 95% 2.0 1.9
በአዲስ አበባ ዙሪያ የሚሰሩ
የፖሊስ ካምፕ ስራ ፕሮጀክቶች( 90,946,729. 59,431,80 62,913,409.
9 ቁጥር 2) 35 8.87 65 106% 1.4 1.5
የፐ/ ሰረቪስ ዲፖ ህ/ግ/አጠቃላይ 148,849,941. 94,572,93 90,772,579.
10 ፕሮጀክት አቃቂ ሳይት 35 3.95 10 96% 1.6 1.6
የፐ/ ሰረቪስ ዲፖ ተጨማሪ
ሥራዎች ግ/ፕሮጀክት አቃቂ ሳይት 90,199,893. 559,691. 161.
11 (የሳይት ስራ) 75 - 98 2 -
የፐ/ ሰረቪስ ዲፖ ህ/ግ/ አጠቃላይ 118,895,963. 76,376,31 75,236,487.
12 ፕሮጀክት ጉለሌ ሳይት 75 7.46 41 99% 1.6 1.6
የኮልፌ ቀራንዮ G+5 የጤና 118,317,944. 20,334,78 19,091,143.
13 ማዕከል ግንባታ ፕሮጀክት 1 41 4.11 21 94% 6.2 5.8
የንፋስ ስልክ ላፍቶ ክፍለ ከተማ 164,138,533. 41,135,78 37,546,973.
14 አስተዳደር ህንፃ ቀሪ ግንባታ 63 5.00 94 91% 4.4 4.0
XII
 የልማት ተነሺዎች መልሶ 765,315,410. 115,748,16 107,226,434.
15 ማቋቋሚያ ግንባታ ፕሮጀክት-2 51 4.91 11 93% 7.1 6.6
6,431,45 101,461,931. 1578
ንፋስልክ ሆስፒታል ፕሮጀክት
16 9.15 08 % 0.0 0.0
የልማት ተነሺዎች መልሶ 231,978,466. 102,944,502.
17 ማቋቋሚያ ግንባታ ፕሮጀክት 06 99 2.3 -
የጂ+7 ተገጣጣሚ ሕንፃ ግንባታ 204,581,251. 178,964,497.
18 ፕሮጀክት 61 11 1.1 -
ደዋሌ ትራንስፖርት ባለስልጣን 22,237,359. 14,494,399.
19 ሳይት 33 05 1.5 -
ጠቅላይ ሚኒስቴር ፅ/ቤት ቢሮ 262,998,744. 176,626,403.
20 ማስፋፊያ 15 74 1.5 -
6 ኪሎ VIP መኖሪያ ግንባታ 28,381,080. 23,246,010.
21 ፕሮጀክት 79 26 1.2 -
የእንጦጦ ፓርክ የውሃ አቅርቦት 111,758,987. 23,546,500.
22 ግንባታ ሥራ 83 12 4.7 -
6,955,077,992. 1,479,393,80 2,099,938,266.
78 2.84 22 142% 3.3 4.7

XIII
 WICS Construction Projects

ከበጀትዓመቱ እስከአሁን ድረስ ያለው ዕቅድ

አፈፃፀም/year to date/
የፕሮጀክቶች ስም የውለታ መጠን ዕቅድ ክንውን ንጽጽር CPI SPI
ጊዳቦ ግድብ ግንባታ 149,339,211. 149,332,306.8
100.0%
ፕሮጀክት ሎት 2 736,897,005 68 4
4.93 4.93
ላይኛው ጉደር ግድብና
30,488,213. 29,320,257.0
ስትራክቸር ሥራ 96.2%
832,071,638 17 6
ፕሮጀክት 28.38 27.29
ሠመራ ዪኒቨርሲቲ
85,723,380. 74,275,697.6
መሰረት ልማት ዲዛይንና 86.6%
780,886,788 16 9
ግንባታ (ሲቪል) 10.51 9.11
ተንደሆ የወጣቶች መስኖ
49,059,909. 42,427,628.1
ልማት 86.5%
የምጣሮ ስራ ፕሮጀክት 73,464,376 12 2
1.73 1.50
ኩራዝ ከ 0+000-
87,864,768. 30,715,048.2
0+065 መስኖ ልማት 35.0%
1,108,431,117 09 8
ፕሮጀክት 36.09 12.62
መካከለኛው አዋሽ
የወንዝ መቀልበስ እና
የወንዝ ዳር ስራዎች
56,401,893. 4,638,697.8
ፕሮጀክት እና 8.2%
1,280,292,815 43 1
ከሰምግድብና መስኖ
ጥገናና ቀሪ ስራዎች
ማጠናቀቂያ ፕሮጀክት 276.00 22.70
ልዩ ልዩ ውሃ ነክ ስራዎች
18,380,409.5 #DIV/
(መተሐራ ሎጅ እና አቃቤ -
- 0 0!
ህግ) 0.00 -
4,812,043,74
ጠቅላላ ድምር 76.1%
0 458,877,375.65 349,090,045.29 13.78 10.49

XIV
Central Sector Construction Projects

Contract contract Revised

Project Name period day up to Contrac Status SPI
NO (day) date t Period
የቦሌ አራብሳ 5፡ ሎት 1 49.75%
1 570 283.565 2.01
የቦሌ አራብሳ 5፡ ሎት 2 57.46%
2 570 327.522 1.74
የኮዪ ፈጭ 2፡ ሎት 2 45.07%
3 540 243.360 2.22
የኮዪ ፈጭ 2፡ ሎት 3 70.20%
4 570 400.116 1.42
የካ ጣፎ 68.32%
5 570 389.405 1.46
ጀሞ ጋራ 54.36%
6 365 198.402 1.84
የቦሌ አራብሳ ስድስት ሎት - 1 69.32%
7 570 395.134 1.44
የጨፌ መንገድ ግንባታ
117.82%
8 ፕሮጀክት 270 318.123 0.85
የንፋስ ስልክ ላፍቶ አጠቃላይ
0.00%
9 ሆስፒታል 540 - -
የኮተቤ የህንፃ ግንባታ
56.98%
10 ፕሮጀክት 180 102.563 1.76
የኮተቤ ካራ የዳቦ ፋብሪካ
100.59%
11 ግንባታ ፕሮጀክት 108 108.638 145 2.33
በቂርቆስ ክፍለ ከተማ ወረዳ -
0.00%
12 6 ካዛንቺስ 240 - -
አዲስ ከተማ ክፍለ ከተማ
0.00%
13 ወረዳ - 6 ጳውሎስ 240 - -
የወረዳ 6 46 ሜዳ ስፖርት
41.02%
14 ሜዳ ግንባታ 60 24.609 95 6.30
የወረዳ 10 ስፖርት ሜዳ
64.58%
15 ግንባታ 60 38.749 105 4.26
የአዳማ አዋሽ መንገድ ስራ
95.00%
16 ፕሮጀክት 1,988 1,888.600 1.05
መገጭ ግድብ ስራ ፕሮጀክት 62.00%
17 3,621 2,245.020 1.61
ርብ ግድብ /ተጨማሪ ሥራ
930 100.00%
18 ፕሮጀክት 1,614 1,614.000 1.58

XV
 TICS Construction Projects

በጀት ዓመቱ እስካሁን ያለው ዕቅድ አፈፃፀም

(Year to date)
ተ/ቁ የፕሮጀክት ሥም CPI SPI
Contract
ዕቅድ ክንውን መቶኛ
Amount
ኮንግ-በጎንዲ ወንበራ
1 1,333,567,874.00 59,033,756.75 - 22.59
መ/ግ/ፕሮጀክት - 0
ጅንካ መንዲር ዲዛይንና 334,734,319.2
2 1,194,000,000.00 151,307,239.89 45% 7.8912
ግንባታ ፕሮጀክት 9 3.57
ዱለቻ - አዋሽ አርባ 114,630,370.7
3 546,136,599.57 91,565,164.51 80% 5.9645
መ/ግ/ፕሮጀክት 6 4.76
ያቤሎ ባይፓስ መንገድ 114,453,713.0
4 234,835,968.00 103,670,179.36 91% 2.2652
ግንባታ ፕሮጀክት 3 2.05
5 ቡታጅራ ከተማ 69,739,181.11 39,883,345.59 28,499,341.26 71% 2.447 1.75
ወልቂጤ ከተማ የውስጥ
6 312,714,186.39 7,283,905.96 24,510,588.78 337% 12.758
ለውስጥ መንገድ 42.93
7 አክሱም ዩኒቨርስቲ 133,181,233.43 - -
- - -
8 አክሱም ፖሊቴክኒክ መዳረሻ 18,180,180.00 - -
- - -
አክሱም ከተማ የወስጥ
9 201,343,391.77 - -
ለውስጥ መንገድ(6 መንገድ) - - -
አላባ - አንጋጫ -ዋቶ 166,508,584.5
10 1,566,019,507.21 170,232,299.10 102% 9.1993
መ/ግ/ፕሮጀክት 0 9.41
ጊሸን መገንጠያ 14 ኪ.ሜ
11 1,172,600,674.80 20,139,696.96 28,463,563.66 141% 41.197
መ/ዲ/ግ/ፕሮጀክት 58.22
ሰዮ-ሸነን-ጉደር 110,563,122.8
12 2,878,127,849.90 71,180,068.84 64% 40.434
መ/ግ/ፕሮጀክት 8 26.03
13 ሳላይሽ ኦሞ መ/ግ/ፕሮጀክት 401,697,740.71 82,047,180.34 51,007,450.91 62% 7.8753 4.90
ዲሂክል - ዮቢኪ - ዳጉር
14 1,600,000,000.00 18,354,290.19 - 87.173
መ/ግ/ፕሮጀክት -
990,244,239.3
ጠቅላላ የፕሮጀክቱ አፈፃፀም 11,662,144,386.89 797,823,943.25 81% 14.617
1

XVI