7 International Journal of Progressive Sciences and Technologies (IJPSAT) ISSN: 2509-0119. © 2019 International Journals of Sciences and High Technologies http://ijpsat.ijsht-journals.org Vol. 14 No. 2 May 2019, pp. 286-289 Corresponding Author: Mbogoh, Elizabeth Wanjira 286 Project Implementation in Grass-root Support Non- Governmental Organisations in Kenya: Is Project Leadership a Determinant? Mbogoh, Elizabeth Wanjira 1 , Prof. Elegwa Mukulu 2 , Dr. Esther Waiganjo 3 1 PhD Student, College of Human Resource Development 2 Professor of College of Human Resource Development 3 Department of Entrepreneurship, Technology, Leadership and Management Jomo Kenyatta University of Agriculture and Technology Nairobi, Kenya Abstract- This Literature Review intends to demonstrate that Project Leadership is a pivotal determinant of Project Implementation. It has a great effect on Project Management, a key area in development. As such, it requires competence in crucial skills which determine whether the projects implemented will attain the expected outcomes or not. One of these skills is leadership. Project managers must be equipped with great project leadership skills for projects to be completed successfully. Project teams should prioritise successful completion of projects as their primary responsibility and goal, lead and guided by the project managers. Leadership qualities can occur naturally in some people but they still need to be sharpened through experience. Other aspects of leadership are acquired through classroom and social learning. Each leader may have a different approach towards decision making but what is important is that the right decisions are made as this is what will determine if projects will be effectively implemented or not. Keywords - Project Managers, Project Team, Project Leadership Qualities, Decision Making, Learning. I. INTRODUCTION From the early days it was accepted that the management of projects and temporary systems had its own distinctive problems and characteristics. Even project literature at that time gave the impression of project leadership diverging from a task oriented view point. Leadership was usually seen as a human phenomenon that was needed in order to help the project team deliver according the project plan [1]. Project management is important for effective carrying out, with reasonable success, of temporary tasks, which cannot be carried out through permanent organizational arrangements. This shows that project leadership is majorly a task-oriented occurrence and requires a temporary change of relations to allow the execution of the project plan efficiently. In the same instance, the projects and the teams belong to a permanent organizational environment which has to be managed intelligently. As a result, the early project leadership literature focused on leadership as the tasks of project-internal team management by specialists and project-external management of other stakeholders carried out at the same time in the matrix organizations structure [2]. Project leadership does not imply special