Abstract:
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.
