Assessment Of The Effect Leadership Style And Culture On Project Performance- The Case Of High-Grade Ethiopian And Chinese Contractors In Ethiopia

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Addis Ababa University


The focus of previous researches done on the construction sector have been managerial and technical features of contraction projects. This study aims to explores and evaluate three fundamental issues: first, it aims to compare leadership styles adopted by Ethiopian and Chinese construction mangers; second, it examines the culture effect on leadership styles; and third, the non-parametric (Mann-Whitney) and parametric result (T-Test) for five-point Likert scale analysis has been computed and compared. Date was collected using structured questionnaire using random sampling technique for the Ethiopian contractors. For Chinese contractors who are registered in Ethiopia, the whole population were considered and all of them were requested to fill the questionnaire. Analysis using MWW showed that both Ethiopian and Chinese contractors are prone to use transformational and transactional leadership respectively. However, T-Test showed that both countries are prone to use transformation leadership. Culture exerts a little impact on leadership style, demonstrated by strong correlation only for power distance and transactional leadership style (Correlation=0.641**). Analysis of the effect of culture in leadership indicated that Ethiopia could be concluded to be a country of low power distance, high uncertainty avoidance, collective and feminine society. On the other hand, China is high power distance, high uncertainty avoidance and highly collective society. For the comparison between the non-parametric and parametric analysis, the non-parametric test has to be used as it showed some difference with the parametric result (T-Test). Pearson and Spearman showed the same result for correlation



Leadership, Leadership Style, Culture, Project Challenge