EFFECT OF TOP MANAGEMENT SUPPORT ON THE PERFORMANCE OF MEDIA PROJECTS ADMINISTERED THROUGH MOUNT KIGALI UNIVERSITY IN RWANDA
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Abstract
This study examined the effect of top management support on the performance of media projects administered through Mount Kigali University in Rwanda. Recognizing that effective leadership is pivotal in resource allocation, stakeholder alignment, and risk management, this research explores how proactive involvement from university management influences project success. By analyzing factors such as resource availability, strategic alignment with institutional goals, and active participation in project milestones, the study seeks to identify the specific ways in which management support contributes to project outcomes. The study was guided by Human Capital Theory. A total of 145 respondents comprised the study's target population. The Slovin formula was employed to determine a sample of 107 respondents. The selection technique was stratified sampling. Most of the primary data was collected through the use of questionnaires, with responses being evaluated on a five-point Likert scale. Free-form comments were permitted. The study consulted a variety of sources to compile secondary data. Participants was requested to complete a questionnaire in order to contribute to this data. Eleven individuals from the University of Rwanda participated in the pilot research. The assessment of content, criterion, and face validity guaranteed the validity of the research instruments used in the study. Cronbach's Alpha was implemented to ascertain the reliability level. The results were presented using frequency tables, descriptive statistics, and regression analysis, and the data were analyzed with SPSS (v25). The data's characteristics was described using descriptive statistics, including means, frequencies, and percentages. The findings indicate that top management support, skill development, stakeholder involvement, and resource availability collectively explain 40.7% of the variance in project performance, as shown by the R2 value of 0.407 in the model summary. The moderately strong correlation coefficient (R=0.638R = 0.638R=0.638) suggests a significant relationship between these predictors and project performance. The ANOVA results reveal a statistically significant F-value of 69.386 (p < 0.001), confirming that the overall model significantly predicts project performance. In particular, the coefficient analysis shows that top management support has a substantial positive effect on project performance, with an unstandardized coefficient (B) of 0.700 and a high t-value of 8.330 (p < 0.001), making it a significant predictor. This means that for every unit increase in top management support, project performance is expected to improve by 0.700 units, emphasizing the critical role of proactive leadership in enhancing project outcomes. This study concludes that top management support plays a critical role in the success of media projects at Mount Kigali University, significantly enhancing project performance through effective resource allocation, stakeholder involvement, and skill development initiatives. It is recommended that university leadership continues to prioritize active involvement and allocate sufficient resources to support project teams, as this has a direct and measurable impact on project outcomes. Future research could explore the long-term effects of top management support on project sustainability and assess additional variables, such as technological resources and organizational culture, to deepen understanding of factors influencing media project success in academic institutions.
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References
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