Influence of Management Style Evaluation Approaches on the Performance of Housing Projects in Nairobi

Purpose: This study assessed the impact of management style evaluation on housing projects in Nairobi, guided by Construction Management Theory. Methodology: A descriptive research design was used, targeting 127 projects by 15 real estate developers between 2019 and 2024. Data were collected from 254 registered architects using structured questionnaires and analyzed using SPSS to generate descriptive and inferential statistics. Findings: The findings affirm the pivotal role of reflective and adaptive management styles in boosting housing project performance. Organizations not only evaluate and compare styles but also derive tangible benefits such as improved outcomes and higher team satisfaction. Nonetheless, a minority of respondents highlighted the need for broader inclusion or consistency in such evaluative practices, suggesting room for capacity building and structural alignment. Unique Contribution to Theory, Policy and Practice: This study makes a unique and multifaceted contribution by providing empirical evidence for the efficacy of specific leadership styles within the housing sector, thereby enriching theoretical discourse with a context-specific framework. For policy, it offers a critical evidence base to advocate for the formalization of management style evaluation frameworks as a standard operational procedure, shifting governance towards measuring leadership quality as a key metric of institutional health. For practice, it translates these insights into actionable strategy by recommending structured leadership development programs focused on equipping managers with participative, transformational, and supportive competencies, thus providing a tangible blueprint for improving staff morale, tenant engagement, and overall organizational resilience.