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Influence of Strategic Leadership Style on Partnerships Implementation in a Medical Research Organization in Kenya: A Case Study

机译：战略领导风格对肯尼亚医学研究组织伙伴关系的影响：案例研究

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Partnership in leadership is a phenomenon with little research attention, until now. Partnerships are high on the international development agenda typically as goal 17 of global sustainable goal development agenda. The regional and intergovernmental research collaborators and NGOs are also represented. But public–private partnerships implementation lacks balanced collaborative leadership as the best pathway to improve in particular health outcomes. It is not clear in the medical research corporations on whether empirical data on partnerships reach organizational employees to utilize in building their case for sustainable futures. To gain more knowledge, this study used case study approach to obtain primary data and analyzed key informants’ feedbacks on partnerships processes on the basis of their positions and relation to partnerships within their own organization. Responsive approaches of measurements prioritize multiple partnerships strategy into two types: performance of partnership itself and outcome performance. The ideal leaders of this strategic direction in organizational change in respect to medical research institutes ought to be a collaboration of a symphony of specialized experts playing in harmony, the so-called the symphonic C-suite instead of a cacophony of experts who sound great alone, but not together. An organization need consideration of partner selection, portfolio management of partners, negotiation skills, execution of diversity and exit arrangements are important considerations. The success or failure of partnerships will depend on how the managers understand partnership as the new leadership for implementation of strategy in organizations. Findings have practical implications for managers and researchers.
机译：领导力的伙伴关系是一种缺乏研究关注的现象，直到现在。国际发展议程的伙伴关系较高，通常是全球可持续发展目标发展议程的目标17。区域和政府间研究合作者和非政府组织也是代表的。但公私伙伴关系仍然缺乏平衡的协作领导，作为改善特别健康结果的最佳途径。医学研究公司尚不清楚关于伙伴关系的实证数据是否达到组织员工，以利用建立可持续期货的案例。为了获得更多知识，本研究使用案例研究方法获取主要数据，并在其职位和与自己组织内的伙伴关系的基础上分析了对伙伴关系流程的重点反馈。测量响应性方法优先考虑多种伙伴关系策略分为两种类型：伙伴关系本身和结果表现的表现。这种战略方向在医学研究所的组织变革方向的理想领导者应该是一个专门专家的交响乐协作，所谓的Symphonic C-Suite而不是一个声音孤独的专家，但不在一起。一个组织需要考虑合作伙伴选择，合作伙伴的投资组合管理，谈判技巧，多样性执行以及退出安排是重要的考虑因素。伙伴关系的成败将取决于经理如何了解合作伙伴关系作为在组织中实施战略的新领导。调查结果对管理人员和研究人员具有实际影响。

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