A Study on the Influence of Leadership Styles and Organizational Culture on Interdisciplinary Teamwork

Abstract

As global challenges become increasingly complex, interdisciplinary teamwork has emerged as a critical strategy within academic and research institutions. However, the success of such teams is often hindered by communication gaps, conflicts, and coordination issues. This study investigates how leadership styles and organizational culture influence the effectiveness of interdisciplinary collaboration. It aims to identify the leadership styles most commonly adopted in interdisciplinary teams, examine the cultural factors that support or obstruct collaboration, and explore the interaction between leadership and culture in shaping team dynamics such as communication, trust, and coordination. A mixed-method research design is employed, combining quantitative and qualitative approaches. Data had been collected through surveys distributed to approximately 100 members of interdisciplinary research teams and semi-structured interviews conducted with 15 selected team leaders and members. These participants had been drawn from academic and research institutions known for their interdisciplinary programs. Quantitative data had been analyzed using statistical techniques such as correlation and regression analysis, while qualitative data by thematic analysis to extract key patterns and insights. The study aims to reveal leadership styles such as transformational or participative leadership that are most conducive to interdisciplinary teamwork, as well as cultural elements like openness, mutual respect, and shared goals that facilitate collaboration. The findings offer practical recommendations for leadership development and organizational culture enhancement, contributing to improved interdisciplinary practices in academic research environments.