The role of ambidextrous leadership in developing team-level ambidexterity: Exploring the supporting roles of reflective conversations and ambidextrous HRM

Alo, Obinna

doi:10.1080/23322373.2022.2155122

Cited by 5 publications

(3 citation statements)

References 114 publications

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“…It is a leadership style that combines two different and complementary leadership behaviours using the paradoxical thinking of "both/and" by flexibly switching between them according to situational changes in the work process (Schreuders and Legesse, 2012), thereby helping enterprises achieve a dynamic balance and collaborative development of contradictory goals . While it presents greater challenges than other leadership styles (Mueller et al, 2020), it has a positive impact on organisational excellence, team learning, team ambidexterity and work crafting (Al-Eida, 2020;Duc et al, 2020;Alo, 2023;Ma et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

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Do what is possible with enthusiasm: the impact of ambidextrous leadership on employees’ innovation behaviour

Cheng

2024

LODJ

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PurposeThis study investigates the direct influence of ambidextrous leadership on employees’ innovation behaviour, the mediating role of innovative self-efficacy and harmonious work passion, and the moderating role of Zhong-Yong thinking.Design/methodology/approachThe authors conducted a series of questionnaire surveys to collect data in three time periods and from multiple sources; 332 supervisor–subordinate matched samples were obtained. The hypothesised relationships were tested using structural equation modelling and ProClin.FindingsAmbidextrous leadership is positively associated with employees’ innovation behaviour, while innovative self-efficacy and harmonious work passion play mediating roles. The analysis further confirms that innovative self-efficacy and harmonious work passion play a chained double-mediating role between ambidextrous leadership and employees’ innovation behaviour, while Zhong-Yong thinking plays moderating roles between ambidextrous leadership and innovative self-efficacy and between ambidextrous leadership and harmonious work passion.Originality/valueThis study demonstrates the influence of ambidextrous leadership on employees’ innovation behaviour, specifically the role of ambidextrous leadership, and extends the relationship’s theoretical foundation. It is also expected to provide inspiration and serve as a reference for local Chinese management.

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Section: Introductionmentioning

confidence: 99%

“…, 2020), it has a positive impact on organisational excellence, team learning, team ambidexterity and work crafting (Al-Eida, 2020; Duc et al. , 2020; Alo, 2023; Ma et al. , 2019).…”

Section: Introductionmentioning

confidence: 99%

Do what is possible with enthusiasm: the impact of ambidextrous leadership on employees’ innovation behaviour

Cheng

2024

LODJ

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“…Companies can lay a solid foundation for the switch to renewable energy by luring and keeping creative people (Lin and McDonough, 2011). The concept of ambidexterity advocates the emergence of develop and deploy the unit performance of an employee (Alo, 2023). Earlier research studies have focused on generic HR issues in this sector (Gardas et al , 2019; Gupta et al , 2017; Sidhu et al , 2020), but none of the research discussed the HR challenges, particularly when the organizations are both in the process of simultaneous exploitations of existing resources and exploration of new resources in the Indian context.…”

Section: Introductionmentioning

confidence: 99%

Deciphering HR challenges for organizational ambidexterity: a study on energy sector in India

Dash

Gupta

Meher

2023

IJOA

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Purpose From the lens of organizational ambidexterity, the energy sector companies in India are confronted with numerous human resources (HR) challenges as they explore new avenues in the renewable sector while exploiting non-renewable (conventional) resources. This study aims to decode these challenges and identifies key competencies to address these. Design/methodology/approach Data were gathered and analysed using a sequential mixed methodology (qualitative and quantitative) in three phases. In Phase 1, a focused group discussion with eight senior management employees was carried out to identify the HR challenges and competencies required for meeting those challenges. The themes derived from this were used in designing the questionnaire for use in Phase 2 to capture the perceptual differences between HR and Line managers on these challenges. The identified competencies by senior management were prioritized using the analytical hierarchy process in Phase 3. Findings The study provides insight into the HR challenges in the pursuit of organizational ambidexterity by energy sector companies in India. Also, key competencies to deal with these challenges have been prescribed. Originality/value While previous studies have identified generic HR challenges in this domain, the present study is unique in decoding the HR challenges as these organizations are simultaneously exploring and exploiting energy sources for achieving excellence in the Indian context.

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Africa Journal of Management : A decade in the making

Lamont,

Ndofor,

Kiggundu

2024

Africa Journal of Management

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The role of ambidextrous leadership in developing team-level ambidexterity: Exploring the supporting roles of reflective conversations and ambidextrous HRM

Cited by 5 publications

References 114 publications

Do what is possible with enthusiasm: the impact of ambidextrous leadership on employees’ innovation behaviour

Do what is possible with enthusiasm: the impact of ambidextrous leadership on employees’ innovation behaviour

Deciphering HR challenges for organizational ambidexterity: a study on energy sector in India

Africa Journal of Management : A decade in the making

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