Shared Leadership, Team Communication, Knowledge Sharing, and Perceived Success of Oil Road Projects.

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dc.Contributer.SupervisorDr. Julius Samuel Opolot (Makerere University Business School) & Mr. Siragi Mugaya (Makerere University Business School)
dc.contributor.authorTayebwa, Asaph Kamau
dc.date.accessioned2026-07-15T11:38:41Z
dc.date.available2026-07-15T11:38:41Z
dc.date.issued2025-11-07
dc.descriptionThis is a master's thesis.
dc.description.abstractThe quest to make the entire Uganda connected by tarmac road remains a challenge, as some road projects have stalled. This necessitates assessing the success of key road projects, especially in the Albertine region. Specifically, this study examined the relationship between shared leadership and perceived project success, team communication and perceived project success, knowledge sharing and perceived project success, and finally the relationship between shared leadership, knowledge sharing, team communication, and perceived project success of road construction projects in Uganda’s Albertine region. To achieve these objectives, the study was guided by the Resource-Based View (RBV) theory, which treats organizational practices as strategic intangible resources that strengthen internal capabilities and drive competitive project outcomes. A cross-sectional design was employed, collecting data through structured questionnaires and semi-structured interviews with project managers, engineers, supervisors, and other key stakeholders. Regression analysis was employed to test the hypotheses, while qualitative responses were used to triangulate the findings and provide deeper insights into the observed relationships. The results revealed a significant relationship between shared leadership and perceived project success (β = 0.253, p < 0.05), team communication and perceived project success (β = 0.395, p < 0.05), knowledge sharing and perceived project success (β = 0.274, p < 0.05), shared leadership, knowledge sharing, team communication, and perceived project success ( adjusted R2=70.3%). Equally, the qualitative results support that projects that foster participatory leadership, maintain open communication channels, and embed knowledge-sharing practices are more likely to be successful. The integration of these three factors created an environment of accountability, responsiveness, and collective learning, which proved essential in managing the complexity and uncertainty characteristic of oil road projects. The study contributes to project management literature by demonstrating the central role of intangible, socially embedded resources in shaping project success, thereby extending the application of RBV theory to the infrastructure sector. Practically, the findings underscore the importance for policymakers, project sponsors, and contractors to strengthen leadership inclusivity, institutionalize communication mechanisms, and invest in knowledge management practices. Such interventions not only enhance perceptions of project success but also build sustainable capacity for future infrastructure delivery in Uganda.
dc.identifier.citationTayebwa, A.K. (2025). Shared Leadership, Team Communication, Knowledge Sharing, and Perceived Success of Oil Road Projects. (Unpublished master's dissertation). Makerere University Business School, Kampala, Uganda.
dc.identifier.urihttp://hdl.handle.net/20.500.12282/5912
dc.language.isoen
dc.publisherMakerere University Business School
dc.rightsAttribution-NonCommercial-NoDerivs 3.0 United Statesen
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/us/
dc.titleShared Leadership, Team Communication, Knowledge Sharing, and Perceived Success of Oil Road Projects.
dc.typeThesis
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