The influence of shared leadership on organizational resilience as moderated by organizational climate in the Telecommunication Sector in Kenya
Date
2023-07-25
Authors
Gichuhi, Jotham M.
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PAC University
Abstract
Shared leadership is an evolving team phenomenon that rides on a framework where leadership influences and roles are distributed among group members and puts considerable emphasis on the agentic roles that the members of teams play in the leading processes. The lack of information-sharing practices in Kenyan organizations has promoted the ease with which disruptions are being replicated with the Kenyan telecoms consistently falling short of some of the Key Performance Indicators (KPIs) set by the Communication Authority of Kenya. This calls for robust organizational for better customer experience. The study examined the interplay between shared leadership and the resilience of Kenyan telecommunication firms, specifically, examining the impact of planning and organizing, problem-solving, management support and consideration, management development, and employee commitment on organizational resilience in telecommunication companies in Kenya. A quantitative descriptive approach and cross- sectional descriptive survey designs were espoused. The study was anchored on the Managerial Grid of Leadership Theory, Transformational Leadership Theory, and Socio- Exchange Theory. The study targeted a population of 9,847 from 19 registered dorminant telecommunication firms in Kenya to provide a sample of 384 participants drawn from the senior staff and support staff using a stratified sampling technique. Data was collected through validated questionnaires. Hypotheses testing was done with the aid of the SPSS version 27 package to generate the correlation coefficient. The study used descriptive statistics, correlation analysis as well as multiple and simple linear regression to analyze the data. The study found that shared leadership significantly affected organizational resilience in telecommunication companies in Kenya. The study found that shared leadership significantly influenced organizational resilience in telecommunication companies in Kenya. Moreover, the organizational climate had a significant moderating effect on the relationship between shared leadership and organizational resilience. The study recommends that the government of Kenya and the employers should engage a multi-stakeholder approach to develop policy requirements for telecommunication firms to improve disaster management practices, encourage sharing of information regarding the encountered disruptions, and learned lessons among the telecoms through the regulator. Also, organizations should develop suitable recovery plans by enhancing resilience through the enhancement of concerted efforts during planning, problem-solving, intentional management support to the employees, development of management capabilities, and overall employee commitment. The study recommends that this study be replicated in other industries like manufacturing which is critical in poverty alleviation in Africa. Also, other factors of shared leadership like employee empowerment, giving employees leadership positions, and team size could be considered on their affect organizational resilience. The study contributes to the body of knowledge by presenting a
workable empirical model for telecommunication companies in Kenya and beyond to adopt in their quest to achieve resilience.
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