Leadership Skills, Stakeholder Management and Execution of Fibre Optic Infrastructure

Abstract

The main purpose of this study was to investigate how leadership skills and stakeholder management acting together to influence the execution of fibre optic infrastructure. The study adopted the pragmatism research paradigm, with a cross-sectional survey design. Census was used to select 187 respondents from a target population of 187 functional members of staff in fibre optic infrastructure departments of two mobile telecommunication and four internet service companies in Nairobi County, Kenya. A self-administered structured questionnaire was used to collect quantitative data while an interview guide and document review guide were used to collect qualitative data. Inferential statistical analysis was performed using multiple regression. It was demonstrated that leadership skills and stakeholder management act together to have a significant positive influence on the execution of fibre optic infrastructure. Therefore, there is a need for companies to ensure that stakeholders are involved in all phases of a project from inception to closure. Mobile telecommunication and internet service providing companies should also develop training programs to improve the leadership skills of project leaders and make use of conflict management strategies and communication skills to ensure appropriate management of change. It was suggested that similar and comparable studies should be conducted in other countries across the world.

If the inline PDF is not rendering correctly, you can download the PDF file here.

  • Ahmed, R., Tahir, M., and Azmi bin Mohamad, N. (2013). Leadership is vital for project managers to achieve project efficacy. Research Journal of Recent Sciences, 2(6), 99-102. ISSN 2277-2502.

  • Archer, M. M., Verster, J. J. P., and Zulch, G. B. (2010). Leadership in Construction Management. Ignorance and Challenges. In Proceedings 5th Built Environment Conference. (Vol. 18, p. 20). Durban, South Africa. ISBN: 978-0-620-46703-2.

  • Awan, H. M., Ahmed, K., and Zulqarnain, W. (2015). Impact of project manager’s soft leadership skills on project success. Journal of Poverty, Investment and Development, 8(2), 37-89. www.iiste.org. ISSN 2422-846X.

  • Bashir, H. (2010). Stakeholder involvement, project ethical climate, commitment to the project and performance of poverty eradication projects in Uganda: A Study of NAADS Projects in Mukono District. Retrieved from https://www.mak.ac.ug/documents/Makfiles/theses/HASSAN%20BASHIR.pdf

  • Beardsley, S., Enriquez, L., Guvendi, M., and Sandoval, S. (2011). Creating a Fibre Future: The Regulatory Challenge. The Global Information Technology Report 2010–2011. World Economic Forum.

  • Bourne, L. and Walker, D. H. T. (2005). Visualising and mapping stakeholder influence. Management Decision, 43(5), 649–660.

  • Bryman, A. (2012). Social research methods, 4th Edition. Oxford university press. New York. ISBN 978-0-19-958805-3.

  • Crocker, S. (2012). National fibre program. Technical paper ACAA 2012. Leighton.

  • Deloitte. (2016). Broadband Infrastructure for transforming India. 9th international conference on ICT and Digital economy. India Telecom.

  • Dexter, F. and Chestnut, D. H. (1995). Analysis of statistical tests to compare visual analogue

  • Eikenberry, K. (2016). Four Answers about Leadership. Retrieved from http://www.sideroad.com/Leadership/leadership–characteristic.html on February 1st 2017 at 10.00 AM.

  • EY. (2015). Global telecommunications study: navigating the road to 2020. EYGM Limited.

  • Ezeh, G. N., Ogbuehi, C. N., Eleke N., and Diala U. H., (2013). Severity index analysis of the problems of optical fibre communication in Nigeria: A case study of South Eastern Nigeria, Academic Research International, 4(1), 431. ISSN-L: 2223-9553, ISNN: 2223-9944.

  • Fageha, M. K. and Aibinu. A. A. (2014). Prioritizing project scope definition elements in public building projects. The Australasian Journal of Construction Economics and Building, 14(3), 8-33.

  • Hauschildt, J., Gesche, K., and Medcof, J. (2000). Realistic criteria for project managers selection and development. Project Management Journal, 31(3), 23-32.

  • Huawei. (2016). Gig band network development. White paper. Huawei industrial base, Bantian Long Gang Shenzhen 518129 China, P. R. China. www.huawei.com

  • Ilavarasan, P. V. and Srinivasan. (2014). National optical fibre network of India. A position paper. Retrieved from www.lirneasia.net

  • Kariungi, S. M. (2014). Determinants of timely completion of projects in Kenya: A case of Kenya power and lighting company, Thika. ABC Journal of Advanced Research, 3(2), 75-86.

  • Katz, R. L. (1974). Skills of an effective administrator. Harvard Business Review, 52(5), 90–102.

  • Kawana, R. K. (2016). Investigation into the role of leadership in water technology innovations in enhancing job creation in Kavango East region in Namibia. Doctoral dissertation, University of Namibia.

  • Kobusingye, B., Mungatu, J. K., and Mulyungi, P. (2017). Influence of stakeholders involvement on project outcomes. A case of water, sanitation, and hygiene (wash) project in Rwanda. European Journal of Business and Social Sciences, 6(6), 195–206.

  • Law, J. and Martin, E. (2014). A dictionary of law, 7th ed. Oxford University Press. Oxford.

  • Massa, N. (2013). Fibre Optic Telecommunication, Fundamentals of Phonotonics. Springfield Technical Community College Springfield, University of Connecticut, Massachusetts

  • Moenga, R. O. and Moronge, R. (2016). Determinants of effective utilization of broadband infrastructure projects in Kenya: A case of national optic fibre backbone infrastructure project phase 1. Strategic Journal of Business & Change Management, 3(2).

  • Morris, P. W. G. (1994). The Management of Projects: A New Model. Thomas Telford. London.

  • Neuhauser, C. (2012). Project manager leadership behaviors and frequency of use by female project managers. Project Management Journal, 38(1), 21-31.

  • Patton, M. Q. (2008). Utilization-focused evaluation (4th edition). Sage. Thousand Oaks, CA.

  • Qing, Y. and Dekker, A. (2014). Stakeholders’ management issues and leadership in project management: the way forward. International Journal of Education and Research, 2(2), 1-8.

  • Sankara, A. (2014). Application of Standard Project Management Processes in Fibre Optic Cable Plant Project Management. Digi Bridge TelCo.

  • Sayrani, M. and Ataolahi, M. (2015). Investigating the effect of transformational leadership on the success of the results of the projects in the listed companies in Tehran stock exchange. Journal of Applied Environmental and Biological Sciences, 5(8), 230-235. ISSN: 2090-4274.

  • Sears, S. K., Sears, G. A., and Clough, R. H. (2016). Construction Project Management: A Practical Guide to Field Construction Management, 5th edition. Wiley. Hoboken, NJ.

  • Steyn, H. (2014). Project management: a multi-disciplinary approach (3rd revision edition). FPM Publishing, Pretoria.

  • Torlak, M. (2013). Fibre Optic Communications Fibre Optic Communications. EE4367 Telecom. Switching & Transmission

  • Wei, H. H., Liu, M., Skibniewski, M. J., and Balali V. (2016). Conflict and consensus in stakeholder attitudes toward sustainable transport projects in China: An empirical investigation. Habitat International, 53, 473-484.

  • Wei, H. H., Liu, M., Skibniewski, M. J., and Balali V. (2016). Prioritizing sustainable transport projects through multi-criteria group decision-making: Case study of Tianjin Binhai New Area, China. Journal of Management in Engineering, 32(5), 04016010

  • Zakaria, B. I., Mohamed, B. R. M., Ahzahar, N., and Hashim, Z. S. (2015). A Study on Leadership Skills of Project Manager for a Successful Construction. International Academic Research Journal of Social Science, 1(2), 89-94.

OPEN ACCESS

Journal + Issues

Search