LEADERSHIP STYLE AND ORGANISATIONAL PERFORMANCE: A CASE OF PLAN INTERNATIONAL PROJECTS, JUBA COUNTY, SOUTH SUDAN (2013-2022.)

Abstract

Founded in 1937, Plan International (PI), a development and humanitarian organization that aimed at advancing children’s rights and equality for girls operating in 75 countries (Plan International, 2020). Plan International started operating in South Sudan in 2006 responding to the food crisis where approximately 60% of the population was predicted to face acute food shortages that year.

Juba county of South Sudan is a semi-arid area, characterized by inadequate rainfall, food shortages, illiteracy and high levels of poverty (Environmental Resource Management report 2012). As a result of these conditions, Plan International established 12 projects in this region to help alleviate poverty with each project receiving a funding of over SSP. 1.2 million to oversee successful implementation and outcome. These included water, education, agricultural, housing and income generating projects among others. Quite a number of resources including but not limited to finances, facilities and human resources are deployed to see successful project performance. However, many continued to fail despite the huge financial resources injected into these projects. In the recent past, 8% of projects undertaken have been terminated, 20% are poorly performing, 32% are fairly performing and only 40% of projects are exhibiting excellent performance (PI project performance report, 2014).  Some of these projects overstretch their given time of execution and budgets while others lack in quality. This has had adverse effects since it makes some donors withdraw their financial support. The report cited leadership as the main factor influencing the results.