Role of Soft Skills in Project Implementation of NonGovernmental Organizations in Rwanda: A Case of World Vision International, Rwanda

Abstract

This study explores the role of soft skills in project implementation within non-governmental organizations in Rwanda, focusing on World  Vision International Rwanda (WVIR). The research aimed to determine how project leadership influences project performance. Guided by  Contingency Theory, the study employed a descriptive research design using both quantitative and qualitative approaches. The  population included 142 staff members from WVIR, and universal sampling was used to select respondents. Data were collected through  questionnaires and interviews and analyzed using SPSS software, version 25. The findings reveal a strong positive correlation between  effective leadership and successful project outcomes, with a Pearson correlation coefficient of 0.788. Leadership skills accounted for  approximately 71.9% of the variance in project implementation, indicated by an R Square value of 0.719 from multiple regression analysis.  For every one-unit increase in leadership skills, project implementation is expected to increase by 0.237 units. This significant  relationship underscores the essential role that effective leadership plays in enhancing project performance. The study highlights the  critical importance of soft skills in project implementation at WVIR. The strong correlations and high R-square value suggest that  investing in leadership development significantly improves project outcomes. The study recommends that WVIR implement targeted leadership programs focused on enhancing project managers' abilities in strategic planning, effective communication, and proactive risk  management skills.