Page 1 of 15
Journal for Studies in Management and Planning
Available at
http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 04 Issue 06
June 2018
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 199
Leadership Competencies for Sustaining
International Development Projects: Perceptions
of Ghanaian Project Workers
Emmanuel Dwamena Sasu
PhD
Senior Programme Management & Evaluation Specialist, Ghana Statistical Service
/ Part-Time Lecturer, Accra Institute of Technology, Ghana.
Email: dwamena.sem@gmail.com
Abstract
This paper examined the impact of leadership competencies of extraversion, conscientiousness,
contingent reward, initiation structure and consideration on project sustainability variables
noted as: economics (ECONS 02), social (SOC 04), and environment (ENVIRON 07). Multiple
regression statistical method was employed in analyzing data collected from 410 project
workers in Ghana. The findings revealed that international development project managers’
leadership competencies have a significant impact on project sustainability variables which are:
economic and social. The paper recommends that future studies should be focused on
establishing relationships and impacts of a number of leadership competencies and project
sustainability variables acknowledged in project management literature, but not discussed in this
study.
Keywords: Leadership competencies, international development projects, projects sustainability
variables, economics, social, environment.
1.0 Introduction
International development projects are
projects funded by development partners
purposely to alleviate poverty and improve
the living conditions of a vulnerable
population through interventions such as
improvement in agriculture, health,
sanitation, education and infrastructure
among others (Corti & Landoni, 2011; Ika,
2012). These are projects which are socially,
technically, and politically managed as not- for-profit and purposely to improve the well- being of an economically disadvantaged
population, whilst complying with the
political decisions of their sponsors, policy- makers and national political leaders (Ika,
2012; Kamstra, & Schulpen, 2015; Sasu,
2018). Most international development
projects in Ghana have ended in failure due
to several factors including leadership
competencies (Ghanaian Times, 2017, p.
12).
According to earlier studies,
development projects in Ghana are mostly
saddled with budget slippage, schedule
delays, uncompleted tasks, poor monitoring
and evaluation and reporting (Achimota- Ofankor Road Project, 2013; Asiedu &
Page 2 of 15
Journal for Studies in Management and Planning
Available at
http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 04 Issue 06
June 2018
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 200
Alfen, 2015; Damoah, Akwei & Mouzughi,
2015; GETFUND, 2013). These negative
developments have resulted in waste of
public funds, increased economic hardship
and rise in poverty levels (Ahadzi & Botwe,
2010; Aigbayboa & Thwala, 2016). Global
statistics indicate that 64% of donor-funded
projects undertaken could not achieve their
set target and impact due to array of
challenges among which are: poor approach
to planning and management skills,
institutional bottlenecks, operational
challenges, and difficulties associated with
project sustainability (Golini, Corti &
Landoni, 2017; Hekala, 2012; Ika, et al.
2012). Many development projects fail due
to lack of recognition of array of factors and
poor institutionalization performance
metrics to address the sustainability of
projects throughout their life-cycle
(McConville & Mihelcic, 2007, p. 938).
The emphasis on soft skills involving
leadership competencies for addressing
organizational performance is growing
(Janet & Dela, 2017; Kim & Mclean, 2015).
However, studies focusing on sustainability
and project management is an evolving
phenomena in academic research (Carlvalho
& Martens, 2017; Derue et al, 2011). This
quantitative research approach with multiple
regression seeks to understand the impact of
Ghanaian international development project
managers’ leadership competencies noted
as: extraversion, contingency reward,
initiation structure, consideration, and
conscientiousness on project sustainability
variables. These variables are: economics,
social, and environmental. The main
objective of the study was to understand the
impact of Ghanaian international
development project managers’ leadership
competencies on the sustainability of
international development projects
undertaken in Ghana. The paper has three
(3) specific objectives:
To determine the impact of Ghanaian
international development project
managers’ leadership competencies
on projects economic sustainability
variables.
To determine the impact of Ghanaian
international development project
managers’ leadership competencies
on projects social sustainability
variables.
To determine the impact of Ghanaian
international development project
managers’ leadership competencies
on projects environmental
sustainability variables.
This study answered one main
question. What are the existing leadership
competencies of international development
project managers that are required for
sustaining international development
projects in Ghana? The study answered three
(3) specific sub-questions. They are:
R1a: Does leadership competencies
(extraversion, conscientiousness, initiation
structure, contingent reward, and
consideration) of Ghanaian international
development project managers contribute to
economic sustainability by improving health
services, education, safety and creating job
opportunities in Ghana?
Page 3 of 15
Journal for Studies in Management and Planning
Available at
http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 04 Issue 06
June 2018
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 201
R2b: Does leadership competencies
(extraversion, conscientiousness, initiation
structure, contingent reward, and
consideration) of Ghanaian international
development project managers contribute to
social sustainability through improving
stakeholder engagement (participatory
management, social reporting, social justice
concepts, and business ethics) in Ghana?
R3c: Does leadership competencies
(extraversion, conscientiousness, initiation
structure, contingent reward, and
consideration) of Ghanaian international
development project managers contribute to
improving environmental policy
management (environmental obligations,
environmental compliance, violations,
environmental reports, high-risk projects,
climate strategy, and governance) in Ghana?
1.1 Leadership Competencies
Leadership competencies that
combine knowledge and skills guarantee a
higher performance on the job (Medina &
Sanchez, 2015, p. 165). Leadership
competencies implies a leader demonstrating
intellectual characteristics in accomplishing
tasks (Kim & Maclean, 2015). It is
recognized through display of knowledge,
performance, and personal competence
(Sun, 2009; Pandya, 2014). However,
human skills and related factors hold utmost
importance to project success (Manzoo,
Maqbool, Rashid, & Sudong, 2017, p. 59).
Project management competencies have
been grouped into a number of categories
including communication, team work,
attentiveness and self-awareness, among
others (Project Management Institute, 2007;
Sasu, 2018).
Considering the critical importance of
project management competencies of soft
skills as a requirement for project success,
its attention to project management literature
is very low (Gehring, 2007; Hyvari; 2006;
Manzoor, et al, 2017; Skulmoski & Hartman
2010). This study employed leadership
competencies of extraversion, contingency
reward, initiation structure, consideration,
and conscientiousness on project
sustainability variables identified as
economics, social and environment.
Leadership competencies evolve from a
leader demonstrating abilities and skills for
improved organizational performance based
on existing structure to create stable
character strength (Medina & Sanchez,
2015). Leadership competencies involving
traits have significance influence on project
success (Anantatmula & Creasy, 2013; Sasu,
2018). This study reviewed literature on five
(5) most important leadership competencies
identified by Derue, et al. (2011) and their
roles in contributing to sustainability of
international development projects in Ghana.
1.2 Project Sustainability
The theory of sustainability connected
with the triple bottom line- economic,
environment, and social has received
recognition in various professions and
among project management scholars
(Carlvaho & Matens, 2017; Munck, Galleli,
& Souza, 2013; Sarkis, Meade & Presley,
2012; Silvius & Schipper, 2015;Valdes- Vasquez & Klotz, 2013 Schipper, &
Nedeski, 2013; Sánchez, 2015).
