JA-Department of Leadership Studies

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Open Access
The Impact of Trust on Church Growth in Embu County, Kenya
(The International Journal Of Humanities & Social Studies, 2026-06-02) Stephen Njoroge Kamau; Edward Katue Nzinga; Jacob Kimathi
Leadership is one of the biggest challenges facing churches operating in the ever-changing and complex 21st-century environment, with authentic leadership playing a critical role in the church's growth. This study sought to assess the impact of Trust on Church Growth in Embu County, Kenya. The specific objective of the study was to establish the impact of trust on church growth. A descriptive survey design and positivism philosophy were adopted in this study. The target population of this study was all congregants of churches in Embu West Sub County. A purposeful sampling technique was employed to obtain the sample. Questionnaires and interview schedules were used in the collection of data. Data analysis utilized both descriptive and inferential statistics. The descriptive statistics revealed a high score of trust in church leadership (4.18, SD = 0.518). A strong positive correlation was found between church growth and trust (r = .722, p<.01). Regression analysis showed that trust significantly predicted church growth (R² = .740, p <.01). Conclusions were drawn that trust is indispensable to church growth. The study affirmed trust as a critical component in the leadership framework with implications for church growth. Therefore, church leaders should prioritize building trust within the congregation. Church policymakers should implement and enforce policies that promote trust within the church. Leadership developers should prioritize and recommend the development of leaders who embody trust.
Open Access
Correlation between Team Competence and Church Growth: A Survey of Pentecostal Churches in Selected Counties in Kenya
(International Journal of Multidisciplinary Research and Analysis, 2026-06-02) Samwel Muguna Henry; Nguchie Gathogo; Solomon Mbula Munyao
Pentecostal churches in Kenya principally function within a team-oriented leadership model, where the capabilities of leaders and their teams play a crucial role in the church’s growth and sustainability. This study aimed at determining the relationship between team competence and the growth of selected Pentecostal churches in Kenya. A descriptive-correlational survey design was employed. The study targeted 7,626 clergy members from selected Pentecostal churches in five counties: Meru, Tharaka-Nithi, Laikipia, Embu, and Nyeri. Stratified random sampling technique was used to distribute questionnaires to respondents, attracting 321 participants. Data analysis was conducted using mean and standard deviation scores, alongside correlation and regression techniques in SPSS. Findings indicated a moderate yet statistically significant positive correlation between team competence and church growth (r = .279, p < .01). Regression analysis further confirmed that team competence is a significant predictor of church growth, F(1, 318) = 26.94, p < .01, accounting for 7.8% of the variance (R² = .078). These results highlight that team competence is not merely beneficial but essential for the continued expansion of Pentecostal churches in Kenya. The study underscores the importance of cultivating a competent leadership culture as a strategic imperative for ensuring long-term church growth and sustainability
Open Access
Neuroleadership Research Challenge for Systematic Literature Review in Kenya: A Documentary Analysis
(African Journal of Educational and Social Science Research, 2026-06-02) George Kirigi; Jane W. Kinuthia; Robert Gitau
The purport of this literature review was to synthesise and present subsisting cognizance on neuroleadership, including concepts, theories, and research findings, with the aim of incrementing understanding of its potential to inspire a replicable study in Kenya. Neuroscience-predicated approaches have had little presence in studies in the field of leadership and healthcare leaders in public hospitals. Neuroleadership, an emerging field that bridges cognitive neuroscience and leadership and holds great promise in enhancing leadership efficacy. While the paucity of research shows neuroleadership is neglected in Kenya, it is a promising area that coalesces neuroscience and leadership to provide a comprehensive understanding of leaders and to amend decision making quality.
Open Access
Strategic Leadership, Organisational Culture, and Growth of the Anglican Church of Kenya
(International Journal of Research and Innovation in Social Science (IJRISS), 2026-06-02) Peter Maina Mwangi; David Minja; Barnabé Anzuruni Msabah
The Anglican Church of Kenya (ACK) has encountered various growth challenges, including the sustainability of its programs and the need for technological and spiritual advancement. This study aimed to assess the impact of church strategic leadership and organizational culture on ACK’s growth. The specific objectives were to: (1) determine the relationship between strategic leadership and church growth and (2) explore whether organizational culture moderates the relationship between strategic leadership and growth. Informed by Strategic Leadership and Upper Echelons theories, the study utilized correlation research design. The target population comprised 315 church leaders, including members of the Provincial Administration, Archdeaconry/Parochial Leadership, and the Nairobi Diocesan Secretariat. Proportionate stratified sampling was employed to select 176 respondents. Data collection involved a structured questionnaire on a 5-point scale. Linear regression analysis was used to test research hypotheses, with SPSS version 23 aiding quantitative data analysis. Strategic leadership together with organizational culture accounted for 52.8% of the variance in church growth (R2=.528, DF (3) = 64.257, p<.01). However, the interaction term between strategic leadership and organizational culture did not show evidence of moderation (β=-.038, p>.05). Examination of the regression coefficients revealed that organizational culture had statistically significant predictive power on church growth (β=.757, p<.05) but the effect size of strategic leadership on church growth was insignificant (β=.398, p>.05). It was concluded that organizational culture is ultimately what counts for church growth within the Anglican Church of Kenya, though strategic leadership plays a positive role. Therefore, fostering a strong organizational culture within the Anglican Church of Kenya can significantly contribute to its growth and sustainability, and this can be reinforced by strategic leadership.
Open Access
Servant Leadership as an Impetus to Conflict Management among Pastors in Selected Urban Churches in Kenya
(The International Journa of Business & Management, 2026-06-02) Musya, Anna; Gathogo, Nguchie; Chiroma, Nathan
The study looked into the connection between servant leadership and interpersonal conflict management among pastors from two denominations in urban towns in Kenya. Servant leadership was considered the independent variable, while interpersonal conflict management styles were considered the dependent variable. Three objectives guided the study: to find out how emotional healing affects interpersonal conflict management, to determine how putting followers first affects interpersonal conflict, and to examine the effect of behaving ethically on interpersonal conflict among pastors in selected urban churches in Kenya. The study applied a pragmatic philosophical approach and used the convergent parallel mixed methods approach to collect data. The study calculated a sample size of 123 responses, of which 75 participants responded. Quantitative data was analyzed using STATA v17. Correlation analysis was used to determine the relationships between the constructs of the variables. Findings from the study indicated that servant leadership behaviours of emotional healing, putting followers first and behaving ethically had an effect on accommodating, compromising, and collaborating conflict management styles among pastors in selected urban churches in Kenya. The findings provided empirical strength to the practice of servant leadership behaviours for effective interpersonal conflict management. The researcher recommended that leadership training for pastors incorporate the practical applications of servant leadership behaviours for enhanced interpersonal conflict management among pastors.
Open Access
Relationship between Strategic Leadership Intent and Church Growth: A Case of the Anglican Church of Kenya
(International Journal of Research and Innovation in Social Science (IJRISS), 2026-06-02) Peter Maina Mwangi; David Minja; Barnabé Anzuruni Msabah
The Anglican Church of Kenya (ACK) faces challenges in its growth endeavors, including program sustainability and the need for technological and spiritual advancement. These challenges imply that ACK followers may not fully benefit from the socio-economic and spiritual advantages associated with church membership. This study aimed to investigate the correlation between strategic leadership intent and ACK’s growth. The study utilized a cross-sectional design to investigate church leadership dynamics within the Anglican Church of Kenya, specifically focusing on strategic leadership and church growth. A sample of 315 church leaders was drawn from various administrative levels, including provincial administration members and diocesan secretariat members, reflecting both urban and rural demographics. Proportional stratified sampling ensured representation across different strata. Data collection involved a structured questionnaire administered either online or in person, covering participant demographics and key research variables. Reliability coefficients, such as Cronbach’s alpha, were computed to ensure the questionnaire’s internal consistency. Statistical analyses, including linear regression, were conducted using SPSS to evaluate research hypotheses. The study found that strategic leadership intent explained 19.1% of the variance in church growth within the Anglican Church of Kenya, indicating a significant relationship between the two factors. A one-unit increase in strategic leadership intent corresponded to a 0.438 increase in church growth, suggesting a positive association between the two variables. These findings support the idea that effective strategic leadership plays a crucial role in driving church growth, with nearly one-fifth of the variations in growth attributable to strategic leadership. Overall, the results underscore the importance of strategic leadership in fostering the growth and development of the Anglican Church of Kenya. Subsequent research endeavors could explore distinct facets of strategic leadership to discern their individual impacts on church growth.
Open Access
Moderating Effects Of Performance Management On The Relationship Between Transformational Leadership And Clergy Effectiveness In PAG In Uganda
(IOSR Journal of Business and Management, 2026-06-02) Omara George Joel; Nguchie Gathogo; Nathan Chiroma
This study investigated the moderating effects of performance management on the relationship between transformational leadership and clergy effectiveness in the Pentecostal Assemblies of God (PAG) in Uganda. Addressing performance issues among PAG clergy, including shortcomings in discipleship, baptism, counseling, visitations, church planting, and financial management, the research employed a mixed-methods approach using questionnaires to collect data from a sample of 311 clergy members selected through cluster multistage random sampling from a population of 5,027. Data analysis utilizing Stata Version 18 for quantitative analysis and NVivo Version 14 for qualitative analysis revealed that performance management factors significantly moderated the relationship between transformational leadership and clergy effectiveness, with the model explaining 51.59% of the variance when including background characteristics. The findings showed that individualized consideration (b = 0.2153, p = 0.020) and inspirational motivation (b = 0.2791, p = 0.007) were significant positive predictors of clergy effectiveness, while performance management factors such as feedback (b = 0.1774, p = 0.005) and improvement plans (b = 0.4233, p = 0.000) enhanced effectiveness, though appraisal (b = -0.3331, p = 0.000) showed a negative association. Age emerged as a significant negative predictor (b = -16.4182, p = 0.000), indicating additional challenges for older clergy members. The study recommends implementing structured performance management systems emphasizing positive feedback and improvement planning while being mindful of the potential negative impacts of formal appraisals and providing additional support for older clergy members.
Open Access
Accelerating Adoption of Clinical Innovations: Insights on Strategic Leadership Styles for Fostering Dynamic Capabilities by Public Referral Hospitals in Nairobi City County, Kenya
(Pac University, 2024) George Kirigi; Jane Kinuthia; Robert Gitau Muigai
It is unclear if there is a significant link between dynamic organisational capabilities and the adoption of clinical innovations. Specifically, Dynamic capabilities are the adaptive, innovative, and strategic resources organisations purposely utilise in complex and uncertain situations over a long time. The increasing need to understand how productive dynamic capabilities inform healthcare leaders to elevate decision quality in healthcare particularly to impact the implementation of clinical innovations remains underexplored in public referral hospitals. The research employed a nomothetic, descriptive, and cross-sectional survey design, gathering data from 189 consented healthcare leaders in four public referral hospitals in Nairobi City County. This approach offers advantages over idiographic methods by providing a broader understanding of general laws, patterns, or trends applicable to a large population. The data were collected through a digitized questionnaire. Descriptive and inferential results were presented numerically within text or tables and figures with organisational capabilities showing positive and statistical relationships with clinical innovation adoption (β = 0.2145; CI 95% [0.0512-0.3777], p = 0.01). In conclusion, organizational capabilities are shown as the most statistically significant and positive factors in the adoption of clinical innovations by public referral hospitals in Nairobi City County. This has implications for healthcare managers, theory, policy, and practice on where to focus and invest more and to aid them in choosing the most efficacious strategic leadership style. Managerial recommendation entails sustainably adopting clinical innovations through effective organizational capability development and maintenance. Additionally, policy changes can streamline innovation implementation, suggesting areas for further research.
Open Access
The Effect of Leadership Succession Planning on the Stability of Evangelical Churches in Nairobi County, Kenya.
(Pac University, 2024) Omae, Kepha Nyamweya
In the realm of church leadership, succession planning facilitates the establishment of strong connections between leaders and their followers, ensuring a smooth transfer of leadership responsibilities and ultimately enhancing the performance and stability of evangelical churches. While various strategies exist for church leaders to bolster stability and growth among their congregants, the objective of this study was to establish the impact of leadership succession planning on the stability of Evangelical churches in Nairobi County, Kenya. The study used a sample of 60 of the targeted 300 evangelical churches in Nairobi. Data was collected using a questionnaire from a total of 360 leaders picked from the 60 churches using four leadership levels: Presiding Bishops/General Overseers, General Secretaries, Senior Pastors, and Senior Deacons. Descriptive statistics as well as regression modelling were used to achieve the objective. SPSS version 27 was used to carry out the data analysis. The results indicate that among the succession planning variables examined, including mentoring, talent management, employee retention, and career development, mentoring emerges as the predominant approach adopted by leaders in Evangelical Churches in Nairobi County. Moreover, the findings indicate that succession planning contributes significantly to church stability, accounting for over 18% of the overall stability. Consequently, the study recommends the integration of leadership and management practices through a holistic approach encompassing mentoring, talent management, career development, and employee retention strategies, complemented by tailored training programs.
Open Access
Authentic Leadership, Personal Characteristics, and Church Growth in Embu County, Kenya
(Pac University, 2025-01-27) Stephen Njoroge Kamau; Edward Katue Nzinga; Jacob Kimathi
Authentic leaders adapt their leadership styles to resonate authentically with their followers, emphasizing the importance of genuine relationships. At the intersection of authentic leadership is the role of personal characteristics, which is often pertinent in the church where leaders must navigate diverse congregational dynamics. This research aimed to establish whether personal characteristics moderates the perceived effects of authentic leadership on church growth in Embu County, Kenya. The denominations included Deliverance Churches, Restoration End Time Churches, Triumph Churches, Full Gospel Church of Kenya, Winners Chapel, and Great Gospel Visioners. The research was anchored on authentic leadership theory. Correlational research design was utilized. A total of 35 Pentecostal churches in Embu County were selected. A purposive sample of 387 respondents participated in the study. Data was collected using a structured questionnaire and analysed using moderated regression technique. Results demonstrated that authentic leadership significantly influenced church growth (R²=.740, p<.01). Only the main effect of age on church growth was statistically significant (B = -0.032,p = .019). However, none of the personal characteristics significantly moderated the effect of authentic leadership on church growth. The absence of a moderating effect from personal characteristics suggests that authentic leadership transcends demographic differences. The study affirms the relevance of authentic leadership theory by demonstrating its significant influence on church growth, regardless of personal uniqueness. The findings suggest that authentic leadership, with its focus on genuine relationships and empowerment, remains a key driver of organizational success, transcending demographic variables in the context of church growth in Kenya
Open Access
Organizational Control and Performance of Kisii and Kakamega County Governments in kenya : The Moderating ROle of Government Policies
(Pac University, 2024-04) Salome Bosibori Onduso; Alfred Ong’era; Irungu Macharia
Devolution in Kenya was intended to improve local governance and equitable resource distribution. However, persistent issues including corruption, inadequate organizational control, and breaches of government policies have systemically hindered performance of the counties in Kenya. The problem perhaps lies in the inadequate adherence to organizational controls, such as budgetary oversight and public participation within counties. This non-compliance to government policies, such as the Public Procurement and Asset Disposal Act, is thought to undermine effective resource management. Despite these concerns, no empirical research has explored the moderating effect of government policies on the association between organizational controls and the performance of Kisii and Kakamega county governments. This study sought to address this gap by assessing how government policies influence the relationship between organizational controls and the performance of Kisii and Kakamega counties in Kenya. The study adopts a positivism research philosophy and a cross-sectional survey design. The target population comprised of Chief officers, Directors and Assistant Director at various ministries, Sub- County administrators and Members of County Assembly (N=325). The study adopts the Yamane (1967) formula for sample size determination, which gives a sample size of 136 for Kakamega County and 92 for Kisii County (n=228). The study adopts structured questionnaires in data collection, which were distributed using online platform (Google Forms). Stata version 17 was used to compute descriptive statistics and inferential statistics. Findings indicate that organizational control has a statistically significant association with the performance of the county governments of Kisii and Kakamega (p<.05). Additionally, government policies have a statistically significant moderating effect on the relationship between organizational control and performance of Kisii and Kakamega County Governments (p<.05). It is recommended that the County Governments of Kisii and Kakamega embrace public participation processes so as to ensure government policies reflect the needs of all citizens, especially the vulnerable.
Open Access
Moderating Effect of Empowerment on Servant Leadership and Church Spiritual Growth
(Pac University, 2024) Isaac Shaasha; Dr. Barnabé Anzuruni Msabah; Dr. Alexander Katuta Kyule
supported servant leadership, empowerment and spiritual leadership theories. In addition, the study bridged a number of research gaps in area of servant leadership, empowerment and church spiritual growth indicated in the statement of the problem. The most noticeable gap is the contextual gap where many studies on church growth only delved on numerical growth and leaving out spiritual growth of which this study addressed. The study recommended that the church should put more emphasis on active participation of church members in decision making processes especially on provision of suggestion boxes within the church premises for this triggers church spiritual growth. The church was recommended to adopt servant leadership style and endeavor to empower the membership so as to realize church spiritual growth.
Open Access
Investigating the validity of Western conflict management theories on the Nigerian culture
(Pac University, 2022-06) Mr. Komolafe, Isaac. O.; Dr. Munyao, Solomon. M.
Although conflict management theories have been used in different contexts globally, there exists a huge gap in understanding whether the conflict management theories of the West are valid in a multi-cultural context like Nigeria. The purpose of this paper was therefore to investigate the validity of conflict management theories on culture in Nigeria.The paper utilized keywords, and alternate keywords to search for literature on organizational conflict management in Nigeria thereby relying on content evaluation as its methodology. It also sought to understand the Western concepts of conflict management and its influence on Nigerian culture. Based on the understanding generated by the key Western organizational conflict management theories and the evidence collected for organizational conflict resolution in Nigeria, it is considered that the majority of literature shows such wide contrasts based on a disparity of current cultural values that have replaced the traditional African values through the process of colonization and cultural transfer between successive generations. Colonization has led to enhanced pluralism in an already pluralistic society and has increased the challenge for conflict resolution. There appears to be significant disparity with relation to organizational conflict management practices across Nigerian organizations.
Open Access
Moderating Effect of Organisational Structure on the Relationship between Team Leadership and Growth of Pentecostal Churches in Kenya
(International Journal of Research Publication, 2026-05-29) Samwel Muguna Henry; Nguchie Gathogo; Solomon Munyao
Organizational structure, a fundamental aspect of organizational behavior, has undergone significant evolution since the Industrial Revolution, continually adapting to modern needs. Flattened organizational structures, which emphasize team-oriented leadership, facilitate faster communication and decision-making processes. The interaction between team leadership and organizational structure is thus pivotal in making sense of the growth challenges Pentecostal churches face today. This study sought to clarify the extent to which organizational structure influences the effectiveness of team leadership for realizing growth of Pentecostal churches in Kenya. The study adopted a cross-sectional research design. The target population was 7,626 leaders comprising of bishops, reverends, and pastors. Questionnaires were successfully administered to 318 participants. Data was analysed using moderated regression analysis in SPSS. Results showed that organizational structure had a statistically significant main effect on church growth (β=.682, p=.000) but its moderating effect was insignificant (β=-.090, p>.05).
Open Access
Personal Factors Influencing Volunteer Retention in the Word of Faith Churches in Kenya
(International Journal of Research and Innovation in Social Science, 2026-05-29) Redempta Nthuka Ndambuki; John H. Wilson; Clare Gakenia Machira
High turnover among volunteers poses a significant obstacle for churches, emphasizing the importance of identifying motivations and expectations that can enhance volunteer engagement. This study addresses the challenge of volunteer retention within churches in Kenya. While leadership's impact on organizational success and growth has been studied extensively, there remained a need to explore how personal factors contribute to volunteer retention. Anchored on Expectancy Theory and Social Exchange Theory, this study sought to fill this gap by examining the nuanced interplay of personal factors and their impact on volunteer retention within the context of Word of Faith Churches in Kenya. The study applied an embedded mixed methods research design. With a population of 3,757 individuals, including regional overseers, local church pastors, and volunteer ministry leaders across 28 regions, a stratified sampling method was employed to ensure representative participation. Data was collected from a sample size of 330 participants distributed across the regions. Data collection utilized structured questionnaires and Key Informant Interviews and analysed using regression analysis and qualitative thematic analysis, respectively. The study found a significant relationship (F (5) = 27.471, p < .001) between economic status, age, motivation, gender, socialization, and volunteer retention, explaining 54.9% of the variance. Motivation emerged as the strongest predictor (β = .316, p < .01), highlighting its pivotal role. Socialization also played a substantial role (β = .479, p < .01), fostering community among volunteers. Economic factors had a significant but smaller influence (β = .186, p = .010), while gender did not significantly affect retention (β = -.133, p = .108). Qualitative insights emphasized intrinsic motivation rooted in personal values and beliefs, influenced by authentic leadership.
Open Access
Relationship between Authentic Leadership and Volunteer Retention in Word of Faith Churches in Kenya
(International Journal of Research and Innovation in Social Science (IJRISS), 2026-05) Redempta Nthuka Ndambuki; John H. Wilson; Clare Gakenia Machira
Volunteer turnover poses a significant challenge for churches and other volunteer-driven organizations. High turnover rates are often attributed to leadership issues, highlighting the need for leaders to understand volunteer motivations and expectations to foster better engagement. This study focused on the impact of authentic leadership's four dimensions on volunteer retention within Word of Faith Churches in Kenya, aiming to deepen understanding and provide insights crucial for sustaining and enhancing volunteerism in church contexts. The research employed a correlational approach grounded in positivist principles. The study targeted volunteer workers from Word of Faith Churches, encompassing 3,757 individuals across 333 local churches and 28 regions in Kenya, each led by a regional overseer, pastors, and volunteer ministry leaders. Stratified sampling was used, and data collection utilized a structured questionnaire incorporating the Authentic Leadership Inventory and Likert scale items to measure volunteer retention. Multiple linear regression analysis tested the study hypotheses, revealing that authentic leadership explained 47.1% of the variance in volunteer retention. However, among the leadership facets examined, only relational transparency demonstrated a statistically significant impact on volunteer retention (β = .411, p < .001). These findings underscore the critical role of relational aspects, particularly transparency, in predicting volunteer retention. This aligns with theories positing that leaders who cultivate open and trusting relationships with followers are more effective in inspiring loyalty and commitment. The strong positive relationship observed between Leader Relational Transparency and Volunteer Retention supports Authentic Leadership theory's emphasis on honest and transparent interpersonal interactions in leadership. In response to these findings, leaders within Word of Faith Churches are encouraged to prioritize relational transparency, fostering a leadership culture that values and promotes open communication among leaders and volunteers.
Open Access
Investing in Social Innovation For Sustainability: Identifying the Causal Effects in Pharmaceutical Distributors Targeting Informal Settlement Areas in Nairobi City, Kenya
(Pac University, 2026-05-23) Naomi M. Gaitho, Doctoral Fellow in Organizational Leadership, PAC University, Kenya, James M. Kilika, PhD, Nancy Muriuki, PhD,
This study reports empirical findings of a survey conducted among pharmaceutical distributors serving informal settlement areas in Nairobi city county. The pharmaceutical distributors face several challenges when serving these areas calling the management of the distributors to resort to social innovation as a viable strategy for business survival. The concern however is how sustainable such a strategy is to the survival of the business undertaken by the pharmaceutical distributors. The study was guided by the postulates of the Three Cycle and Tripple Bottom Line models to answer three objectives that sought to address how social innovation has been adopted, the level of sustainability attained as well as the effect of the level of social innovation on the level of sustainability attained. The study drew its population from 30 pharmaceutical distributors targeting informal settlement areas in Nairobi and obtained primary data from managers heading 7 key departments in each distributor. The study was responded to by 168 managers from 30 pharmaceuticals representing 80.4% response rate. Two components of social innovation, namely promoting social values and community empowerment were extracted through Exploratory Factor Analysis and were found to be practiced to a moderate extent (M=3.6; SD=1.36) and contributed to high level of sustainability (M=3.808; S.D=1.025). A path analysis constructed using structural equation modelling indicated that the two components of Social innovation have varying degrees of contribution to the three pillars of sustainability (planet, people & profit) with the highest being that on people (R2=4.03) and the least on profit(R2=3.46). Overall social innovation has a negative effect on sustainability (β=-0.13; p<0.05). The findings provide useful insights on the role of social innovation as a viable strategy for the sustainability of the pharmaceutical industry and makes suggestions on how it can be deployed to enhance sustainability in the pharmaceutical industry. The findings raise important implications on the relevance of the Three Cycle and Triple Bottom Line Models in explaining the role of social innovation in attaining the goal of sustainability in organizations.
Open Access
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.
Open Access
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.
Open Access
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.