Effect of Team Leadership and Organizational Structure on the Growth of Selected Pentecostal Churches in Kenya

Abstract

Although from a global perspective Pentecostalism appeared to be growing, there are some parts of the globe, regionally, and locally where growth is not taking place. The church is encouraged to apply a leadership style that can enable growth in all dimensions. This study assessed the effect of team leadership and organizational structure on the growth of selected Pentecostal churches in Kenya. Three theories informed this research: the Hill Model for Team Leadership Theory, Classical Organizational Theory and Mead’s Theory of Church Growth. The study employed a pragmatism research philosophy. The research design was a convergent parallel mixed method, while the target population was the selected Pentecostal churches in the 47 counties of Kenya, where the number of bishops, reverends, and pastors totaled 42,209. Through purposive sampling, the study targeted five counties from the 47 counties of Kenya, where the number of bishops, reverends, and pastors totaled 7,626. The sample size was 380 respondents. Data collection was done through open- and closed-ended questionnaires, and interviews. The analysis of the data was done using SPSS version 20.0 and NVIVO 12 Pro software. Quantitative data was analysed using correlation and regression techniques while qualitative data was analysed using thematic analysis method. The study revealed that shared values had a small but significant positive effect on church growth, accounting for 4.7% of the variance, with mutuality emerging as a key theme. Team competence showed a moderate positive effect, explaining 7.8% of the variance, supported by the theme of team capability. Similarly, integrity accounted for 7.3% of the variance in church growth, with accountability highlighted as an essential theme. Humility had a notable positive effect, explaining 13.4% of the variance, with a willingness to learn identified as a critical sub-theme. Collaborative climate had the strongest effect, accounting for 16.8% of the variance, with inter-denominational partnerships and workgroup support underscored as vital qualitative insights. While organizational structure strongly predicted church growth (p<.01), it did not moderate the relationship between team leadership and growth; however, qualitative data highlighted its operational role through themes such as unified commitment and departmentalization. The study concluded that team leadership played a positive role in church growth but it was not a panacea for church growth. Further, while organization structure directly contributed to church growth, it did not moderate the effect of team leadership. It was recommended that church leaders should develop and implement policies that promote a culture of teamwork and collaboration. The research should be replicated in other church denominations for comparison.