The Mediating Effect of Intra-Organizational Social Capital on the Relationship between Team Leadership and Collaborative Value among Ashoka Fellows' Organizations in Africa
DOI:
https://doi.org/10.47672/ajlg.1366Keywords:
Intra-Organizational Social Capital, Team Leadership, Collaborative Value, Ashoka Fellows' OrganizationsAbstract
Purpose: The study sought to determine the mediating effect of intra-organizational social capital on the relationship between team leadership and collaborative value among Ashoka fellows' organizations in Africa
Methodology: The study applied pragmatism philosophy to offer several ways to bridge dichotomies in mixed methods approaches to social science. Explanatory sequential mixed-method research design consisting of two distinct phases, namely quantitative and qualitative, was adopted. Both qualitative and quantitative study methods were adopted. In the quantitative study, the target population constituted all the 154 Ashoka Fellows' Organizations working in 19 countries in Africa. Data was collected using a structured questionnaire administered online to the founders (Ashoka Fellows) or the Ashoka Fellows' Organizations' CEOs. One hundred responded by filling out the questionnaire, which translated to a 64.9% response rate. Additionally, qualitative data applied purposive sampling and selected six Ashoka regional team leaders in Africa for in-depth interviews. They all were available for the interviews translating to a 100% response rate. Data analysis techniques combined descriptive and inferential statistics. Statistical Package for Social Sciences and SmartPLS 3 software were used to analyze the collected data.
Findings: Results revealed that Intra-organizational Social Capital (IOSC) mediates the relationship between team leadership and collaborative value. Before IOSC mediation, team leadership accounted for 34.1% of collaborative value, with an R2 = 0.341, chi-square X2 (10, N=100) = 99.274, p<.05, SRMR=0.096, Rms-theta = 0.227, and NFI=0.745. After IOSC mediation team leadership accounted for 37.1% of collaborative value, with an R2 = 0.371, chi-square X2 (10, N=100) = 152.934, p<.05, SRMR=0.100. Rms-theta = 0.207 and NFI= 0.707. The null hypothesis was rejected.
Unique Contribution to Theory, Practice and Policy: Based on this finding, further research could be a study investigating how teams build their social capital and how intra-organizational social capital can be enhanced to improve teams' performance. Another recommended study should empirically examine the link between team leadership and collaborative value in other sectors such as private sector organizations and public organizations as well as other regions like Europe or Asia.
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