Collaborative Leadership and Performance: Towards Development of a New Theoretical Model

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dc.contributor.authorAng’ana, Gilbert A.
dc.contributor.authorOngeti, Dr. Walter J.
dc.date.accessioned2024-08-08T08:11:32Z
dc.date.available2024-08-08T08:11:32Z
dc.date.issued2023-11-21
dc.description.abstractContemporary research places significant emphasis on the vital role of collaborative leadership (CL) in addressing the recurring performance challenges faced by organizations. Despite ongoing discussions regarding the primary factors contributing to these challenges, leadership remains a central concern in scholarly discourse. This study aimed to explore the influence of CL on the performance of organizations. Employing an interpretivist research paradigm and qualitative research design, the research used a phenomenological approach to explore the perceptions and experiences of chief executive officers (CEOs) in insurance companies in Kenya. The study conducted semi-structured individual interviews with 11 CEOs between May and August 2023. Thematic analysis revealed three core CL themes and 16 associated sub-themes. The findings underscore the positive influence of CL on various aspects of performance. This research offers a comprehensive understanding of CL in organizations, contributing to knowledge and practice by proposing a model for enhancing CL in insurance companies.
dc.identifier.citationGilbert A. Ang’ana, and Dr. Walter J. Ongeti, “Collaborative Leadership and Performance: Towards Development of a New Theoretical Model.” Journal of Business and Management Sciences, vol. 11, no. 6 (2023): 297-308. doi: 10.12691/jbms-11-6-1.
dc.identifier.urihttps://repo.pacuniversity.ac.ke/handle/123456789/4427
dc.language.isoen
dc.publisherJournal of Business and Management Sciences
dc.relation.ispartofseries11; 6, 297-308
dc.titleCollaborative Leadership and Performance: Towards Development of a New Theoretical Model
dc.typeArticle
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