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This research in the construction industry aims to understand the characteristics of Leader's Innovativeness. The construction industry, which is a project-based organization, has several unique criteria, including: geographical challenges at the project site, intense competition, the importance of innovation created in a short time. Leader innovation is generated in a leader-member exchange (LMX) between leaders and followers in the form of an exchange of ideas and knowledge (Nahapiet & Ghoshal, 1998). This research is very important because innovation is an antecedent of performance, where according to Hobday (2000), leaders are known to have comprehensive general knowledge, while followers have deep specific knowledge. The higher the level of Leader's Innovativeness, the higher the quality of Innovation that will be applied to construction projects. This study takes the object of State-Owned Enterprises (BUMN) which are well-known in the construction sector in Indonesia which have branches in all corners of the region, so they are considered to represent the construction industry. This research uses descriptive statistical analysis method and involves a total of 121 projects spread throughout Indonesia at the time of data collection, with a participation rate of 97.52 percent. The results showed that the Leader's Innovativeness variable had a high level with a mean of 4.98, especially for Consideration on Risk & QCDof 5.15 and Considerations on Health, Safety and Environmental Security (HSE) of 5.03.

Project cost control aims at controlling changes to the project budgeted cost in the contract document. Available data shows that the area of project management is riddled with project failure and cost overruns. This study sought to establish the influence of cost control on the realization of NG-CDF projects in Kikuyu Constituency, Kiambu County, Kenya. A descriptive cross-sectional survey design was adopted for this study. National Government Constituencies Development Fund projects in Kikuyu Constituency were the unit of observation, while members of the project management committees were the unit of analysis. A sample of 259 respondents was used. A structured questionnaire was used to collect data. Descriptive and chi-square analyses were used to analyze data with the help of SPSS. The majority (62.9%) of the respondents indicated that the project they were involved in was incomplete. Slightly half (58.5%) of the respondents indicated that the project was not on a budget. Results showed that 37.5% of the respondents cited inadequate money, 35.5% cited disbursement challenges, and 31.5% indicated price fluctuations as challenges experienced in the cost control of the projects. There was a significant relationship (p=0.021) between cost control on the realization of NG-CDF projects in Kikuyu Constituency, Kiambu County, Kenya. The study concluded that cost control influences the realization of NG-CDF projects in Kikuyu Constituency, Kiambu County, Kenya.  There is a need for CDF committees to conduct research for products and services needed in the planning stages of NGCDF projects. This will enable better cost control which ultimately leads to higher project realization.

Project leadership is still an active research topic. In the oil and gas industry, mega projects cost millions of dollars to execute, and project delays can lead to avoidable losses when exemplary leadership behaviour is adopted. The challenges impacting project performance can be resolved through efficient and effective leadership. The cost of project financing increases with delays in project completion, reducing project cost-benefit value, and escalating exposure of the environment to more damages from project activities. Eighty-two case studies in the literature were reviewed, and the salient attributes of project success were outlined. From the findings, we advocate for a leadership structure that recognizes the unique roles of project leadership with more emphasis on enhancing the team's effectiveness, hence Path-Goal Leadership. This study is premised on the oil and gas industry because it is currently the major driver of the Nigerian economy; hence effective project leadership can save the nation huge costs from project delays in this sector.

This paper aims to evaluate the sustainable project risk and stakeholder management for pension funds projects’ performance in Kenya. This paper highlights that current project management practices of Kenyan Pension Funds do not always ensure project success that secures desired market returns on these investments. The main problem with projects management practices being mentioned as planning, project implementation, cost and time overruns and quality achievement. As the pension schemes are also expected to continue to invest in alternative assets given the broadening of the allowable investment categories and to take advantage of the public infrastructural projects under the big four agenda (RBA, 2021), it becomes paramount to identify and implement sustainable project management practices for performance of the pension funds projects. The outcome of this paper showed that integration of risk management and stakeholder management practice was one of the key project management practices that would contribute towards pension funds projects' performance.