Ghala- PAC University Repository
Ghala is the institutional repository of the PAC University, managed by the University Library Team. The Repository is committed to store and preserve the University’s research outputs. Research outputs can include, but are not limited to, publications, conference proceedings, book chapters, monographs, theses,various forms of research data (video recordings, spreadsheets, computational scripts, code, images etc.), archives, presentations and others.
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Recent Submissions
Collaborative Leadership and its Influence in Building and Sustaining Successful Cross-Functional Relationships in Organizations in Kenya.
(IOSR Journal of Business and Management, 2026-05-06) Gilbert A. Ang’ana; Jane Adhiambo Chiroma
Due to the current business and workplace complexities caused by the pandemic and diverse competition in the marketplace, organizations today are faced with many challenges more so in developing concerted shared values to get the most out of their employees and stakeholders more than ever before. This paper aims to investigate the influence of collaborative leadership in building and sustaining cross-functional relationships in organizations in Kenya by critically reviewing, integrating, and summarizing the theories and models within collaborative leadership. These theories play a significant role in developing the understanding of how organizations can successfully create interpersonal relationships and cross-functional collaborations. This
interpretive, hermeneutic qualitative paper reviews and discusses three major theories and models that relate to collaborative leadership practice based on secondary data to deduce collaborative leadership principles relevant for organizations. The study reviewed articles ranging from the year 2000 to date from seven leadership journals with search criteria as collaborative leadership, and collaborative theories. The three theories highlighted are, the Three Needs Theory, the Theory of Negotiated Order, and the Clear Leadership Model. The study proposes three critical collaborative leadership dimensions that aim to help organization leaders be successful in developing cross-functional collaborative relationships and partnerships: leading self, dedication to the “we”, and authentic engagement. The study also highlights that leaders must be able to facilitate productive relationships between employees by listening, understanding their impact, and have an open-minded attitude; handle the complexity of partnerships of different levels with ease, and have the patience to deal with very high levels of frustration by taking calm approach. This study highlights that if collaborative principles deduced from the theories and models are well understood, assimilated, and applied by leaders, their organizations would build solid cross-functional collaborative governance structures, establish clear operations and behaviors that will result in successful partnerships and collaborations at all levels.
Sustaining Credible Leadership in Organizations
(Journal of Human Resource & Leadership, 2026-05-06) Gilbert Atuto Angana
The mainstream media in Kenya, Africa, and the worldis full of scandalous information that questions the credibility of leaders who were thought to be effective. This is observable acrossall organization sectors from the religious, public sector, political and even the private sector and includessuch practices as corruption, manipulation of data and financial information, leadership wrangles, sexual harassment, among other such accusations of sexual misconduct which touches on prominent and perceived effective leaders. This has brought about severe gaps in leadership credibility. This literature review study examines the construct leader’s credibility in the context of credible leadership. Discussionsfocus on the development of credible leadership and the practices that are critical for leaders to build and sustain credibility and authenticity based on literature from the last two decades. The two perspectives of practices described are trustworthiness and competence which providesignificant applicationsfor leaders in the current dynamic organization context.
Collaborative Leadership in an Organizational Context: A Research Agenda
(Journal of Human Resource & Leadership, 2026-05-06) Gilbert A. Ang’ana; James M. Kilika
Organizations not only exist to make a profit and be financially sustainable but also to make a differenceand have a meaningful legacy using specific business modelsadopted. To achieve that outcome organizations must establish effective authority relationships to work together efficiently. This is what entails collaborative relationships and leadership. Theliterature on collaborative leadership despite having significant developments over the last two decades has been faulted. There havebeen vastperspectives from scholars withminimalconsensus on what constitutes acceptable dimensionsof collaborative leadership and how that fits in an organizational context. Thesemisalignments haveresulted in challenges tothe full realization of the benefitsof collaborative leadership as a result of its skewed implementation and application in an organizational context. The result is a lack of appreciation and belief by business practitioners and organization leaders on the implications of collaborative leadership application on their organization’s financial sustainability. This effect goes deeper in that organization leaders are not very clear on the impact of their organization'sbusiness model and their role in facilitating successful collaborative leadership. This conceptual paper aimed to bridge that gap by reviewing and integrating extant conceptual, theoretical, and empirical literature on collaborative leadership and presenta case for the development of a new theoretical model suitable for the expansion of the current understanding of deployment of collaborative leadership in an organizational context. Thepaper reviewed 397 articles from various journals, whichwere searched through the google search engine. 132 articles were finally used in the development of this paper sieved bythe year of publication from 2001-2021. The findings lead to the development of a proposed and integratedconceptual framework model linking collaborative leadership to financial sustainability as an organizational outcome while acknowledging the significance of the role played by the organization’s business model and top echelonsupportin the relationship.Severalpropositions are presentedfor consideration and validation through empirical work. The study calls on future research to consider the adoption of the proposed model in extending research on leadership to new frontiers.
Leadership Credibility: A Holistic Exploration on the Making of Credible Leaders
(International Journal of Management Studies and Social Science Research, 2026-05-06) Gilbert A. Ang’ana
“What makes credible leaders?” While there is extant literature on credible leadership, there is insufficient literature that addresses the holistic exploration on the making of credible leaders to understand how everyday perceived effective credible leaders engage, interact and act to sustain their credibility. This study aimed to explore the experiences of perceived credible leaders to holistically understand their perceptions and experiences. The study employed a qualitative group interview method (n = 3; 1 woman). Data were analyzed using the constructivist grounded theory. Findings indicated that credible leadership development is an extension of the moral self of the leader. Other critical elements highlighted that form the dimensions of the making of credible leaders entail having resilience, competence, and building others. This study gives a new perspective of moral self as an antecedent to credible leadership. Further confirmatory empirical research should be conducted to deepen the understanding of the perspective of the moral self as an antecedent to credible leadership.
Collaborative Leadership And Performance: Does Environmental Dynamism Matter?
(The Strategic Journal of Business & Change Management., 2026-05-06) Ang'ana, G. A.; Ongeti , W. J.; Chiroma, J. A.
The study delved into the relationship between environmental dynamism, collaborative leadership, and the performance of organizations and examined the moderating role of environmental dynamism on the link between collaborative leadership and performance. Based on a stratified random sample of insurance companies in Kenya and a Likert-style questionnaire survey involving 217 managers, two hypothesized models linking environmental dynamism, collaborative leadership, and performance were generated and tested quantitatively. The analysis involved descriptive statistics and ANOVA. Findings indicated that overall, environmental dynamism does not significantly moderate organizational performance. However, the results indicated that internal and external environmental dynamism individually influence the relationship between collaborative leadership and performance. These results highlighted the importance for organizational leaders to acknowledge the impact of internal and external environmental changes on their organization's performance. Additionally, they underscore the pivotal role of collaborative leadership in enhancing leaders' abilities to sustain performance. The paper contributes valuable insights by emphasizing that environmental dynamism and collaborative leadership profoundly shape organizational performance.