Influence of Collaboration of Team Leadership on Team Effectiveness of Collaborative Partnerships in International Research Organizations in Kenya

Joyce Mukua-Maru, T. Linge, C. Ouma
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Abstract

This study examines the relationship between team leadership collaboration and the effectiveness of collaborative partnerships in international research organizations operating in Kenya. Drawing on Hill's (2001) theory of team leadership and employing a positivist research philosophy, the research question guiding this study is: "To what extent does team leadership collaboration influence the effectiveness of collaborative partnerships in international research organizations in Kenya?" The study adopts a correlational research design and includes 164 participants from 12 international research organizations, including program leaders, project managers, and heads of departments. Data collection involves structured questionnaires, and the data is analyzed using descriptive and inferential statistics in SPSS version 25. The results indicate a positive and significant relationship between team leadership collaboration and team effectiveness. The regression analysis demonstrates that team leadership collaboration explains 22.1% of the variance in team effectiveness (R2 = .221). Furthermore, the regression parameter estimates reveal a positive and significant association between team leadership collaboration and team effectiveness (β = .455, t (151) = 6.531, p < .05). These findings reject the null hypothesis and confirm that team leadership collaboration has a significant influence on team effectiveness in collaborative partnerships within international research organizations in Kenya. The study concludes that fostering team leadership collaboration is crucial for enhancing team effectiveness in these organizations. Recommendations include promoting open communication, encouraging participation from all team members, and fostering a sense of shared responsibility. Regular team meetings, clear task delegation, and establishing partnerships with other research institutions are also suggested to promote collaboration and cross-disciplinary research.
团队领导协作对肯尼亚国际研究组织合作伙伴关系团队效能的影响
本研究考察了在肯尼亚运作的国际研究组织中,团队领导、合作与合作伙伴关系的有效性之间的关系。借鉴Hill(2001)的团队领导理论,采用实证主义研究哲学,指导本研究的研究问题是:“团队领导协作在多大程度上影响肯尼亚国际研究组织合作伙伴关系的有效性?”本研究采用相关研究设计,包括来自12个国际研究机构的164名参与者,包括项目负责人、项目经理和部门负责人。数据收集涉及结构化问卷调查,数据分析使用SPSS版本25的描述性和推理统计。结果表明,团队领导、协作与团队效能之间存在显著的正相关关系。回归分析表明,团队领导协作对团队有效性方差的解释为22.1% (R2 = .221)。此外,回归参数估计显示团队领导协作与团队有效性之间存在显著的正相关关系(β = .455, t (151) = 6.531, p < 0.05)。这些发现否定了原假设,并证实了团队领导协作对肯尼亚国际研究组织合作伙伴关系中的团队有效性有显著影响。研究得出结论,在这些组织中,培养团队领导协作对于提高团队效率至关重要。建议包括促进开放的沟通,鼓励所有团队成员的参与,以及培养一种共同的责任感。建议定期召开团队会议,明确任务分配,并与其他研究机构建立伙伴关系,以促进合作和跨学科研究。
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