The Role of Leadership in the Implementation of Connecting Europe Facility (CEF) Projects: A Leadership Value Chains Mode

Abstract

This thesis examines the role of leadership in the implementation of EU-funded infrastructure projects under the Connecting Europe Facility (CEF) program, a flagship initiative supporting cross-border transport, energy, and digital services. Despite substantial financial investment and strategic significance, many CEF projects encounter delays and coordination issues due to institutional fragmentation, regulatory complexity, and limited stakeholder alignment. Using the Extended Leadership Value Chains Model (Execution, Engagement, Enhancement, and Enforcement) the study explores how leadership influences project outcomes and identifies key barriers and best practices. Based on 54 semi-structured interviews across the CEF Transport, Energy, and Digital sectors, findings reveal that effective leadership goes beyond procedural compliance: successful Execution hinges on internal ownership, strategic use of consultants, clear role allocation, and structured planning; Engagement requires culturally aware, trust-based leadership to unify diverse consortia; Enhancement is impeded by rigid reporting but enabled by intentional knowledge-sharing and feedback mechanisms; and while Enforcement often constrains proactive leadership through strict compliance, it can be strategically navigated to uphold accountability without undermining project realities. The study concludes that leadership in CEF projects is dynamic, multilevel, and essential for translating EU policy ambitions into practical outcomes, recommending stronger internal leadership development, adaptive and inclusive engagement approaches, institutionalized learning practices, and reformed enforcement mechanisms that allow greater contextual flexibility.