Impact of Group Leadership Styles on the Performance Variation in Youth Groups Projects in Uasin Gishu County

The Youth Enterprise Development Fund, introduced on December 8, 2006, and later established as a State Corporation on May 11, 2007, was a strategic policy initiative aimed at fostering youth employment, economic empowerment, and local development in Kenya. This study addresses the observed disparity in performance among youth group projects, despite substantial funding and support from the central government. Specifically, the research seeks to determine whether the variation in project performance among different youth groups in Kenya, with a focus on Uasin Gishu County, is attributable to the quality of leadership practices employed by group leaders during the establishment, management, and implementation of these projects. The study identifies the leadership practices and management strategies in use, examines the roles and impacts of group leaders, and explores the relationship between leadership practices and management strategies with respect to the differences in project performance. Additionally, it assesses the challenges faced by group leaders in managing change. The study utilizes perception as a parameter for measuring leadership, guided by Burns' (1978) Transformational Leadership Theory. A descriptive cross-sectional survey research design was employed, utilizing both simple random and purposive sampling techniques. A total of 241 registered youth groups were considered, with 10% (23 groups) selected through simple random sampling across Uasin Gishu County. Four members from each selected group were sampled, resulting in 92 respondents. Additionally, 6 stakeholders were purposively sampled for interviews. Data collection involved the administration of questionnaires, interviews, and two Focus Group Discussions for primary qualitative data, alongside the use of secondary data. The findings are presented through frequency distribution tables, mean values, and standard deviations, followed by detailed explanations of the results. The research reveals a significant impact of leadership practices and management strategies on the performance of youth group projects. The majority 

of youth group leaders in Kenya were found to exercise situational leadership, often combining task-oriented and team-based leadership styles. Leadership skills, competencies, and abilities were found to influence project performance. However, other factors beyond leadership practices also play a role in influencing group project outcomes. The study recommends that group leaders adopt adaptable, realistic, and effective leadership practices and management strategies to enhance youth group productivity and project performance through participative decision-making, group cohesion, and clear vision and goal setting. Transformational Leadership Theory is identified as a critical approach that youth group leaders in Uasin Gishu County should embrace to improve performance and achieve competitive advantage.