Socio-economic growth and national development depend heavily on the successful implementation of electricity projects, as they support the development of other sectors of the economy. Despite government efforts to finance rural electrification initiatives, many projects continue to perform poorly in terms of efficiency, effectiveness, and customer satisfaction. This study examined the effects of managerial processes on the performance of rural electrification projects in Kitui County, Kenya. The study was guided by the resource-based view theory, supported by stakeholder theory and management competency theory, and adopted positivism as its philosophical foundation. The findings showed that monitoring and evaluation, risk management, and resource mobilization had a positive and significant effect on project performance. Stakeholder management had no significant effect. The regulatory framework moderated the relationship, while the organizational structure partially mediated it. The study recommends adequate and timely government funding, stronger monitoring and evaluation policies, and improved risk identification and mitigation strategies.