Ambidextrous Leadership as a Multidimensional Construct

Zarb, Khaoula Ben; Robertie, Catherine Sarlandie De La; Zouaoui, Samia Karoui

doi:10.1007/978-3-319-46319-3_52

Cited by 5 publications

(9 citation statements)

References 38 publications

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“…The leader switches the behaviors according to the change in the situation. As a result, ambidextrous leadership is conceptualized as the ability to be competent with opposing but complementary poles of each flexibility type and to have the capability to alternate and move between these poles in a flexible way (Zarb et al. , 2017).…”

Section: Resultsmentioning

confidence: 99%

“…, 2020). For example, Zarb et al. (2017) in order to support theory, propose that ambidextrous leadership is more than a unique style and is in fact a combination of three leadership styles, namely, flexible, situational and versatile leadership.…”

Section: Resultsmentioning

confidence: 99%

“…In this article, a critique is also presented as this concept has received considerable attention, both empirically (Duc et al, 2020;Ma et al, 2019;Luu, 2017) and in terms of conceptual development (e.g. Kassotaki, 2019a;Zarb et al, 2017). As such, this study aims to identify and discuss previous studies of ambidextrous leadership.…”

Section: Introductionmentioning

confidence: 99%

“…, 2019; Luu, 2017) and in terms of conceptual development (e.g. Kassotaki, 2019a; Zarb et al. , 2017).…”

Section: Introductionmentioning

confidence: 99%

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Ambidextrous leadership: a narrative literature review for theory development and directions for future research

Kafetzopoulos

2021

BJM

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PurposeThis study seeks to provide a narrative literature review of existing empirical research, in order to better understand the processes and theory of ambidextrous leadership, as well as its influence on followers, employees and organizations.Design/methodology/approachData from 26 studies were extracted and synthesied providing a critical discussion about the methodological and theoretical aspects of the studies identified in the review.FindingsIt was revealed the attributes for an effective ambidextrous leader, it was presented the recently proposed concept of ambidextrous leadership theory and it was noticed the main criticisms against the findings of the extant ambidextrous leadership literature. It was also identified many research gaps in the literature which in turn can guide academics in the development of ambidextrous leadership.Research limitations/implicationsThe ambidextrous leadership theory represents a novel and unique approach to the domain of leadership for creativity and innovation. It is shared across hierarchical levels throughout the organization. Leaders have a significant effect on employees' behaviors and should determine its applicability to different situations. Organizations require ambidextrous managers who combine flexible, situational and versatile leadership styles developing ever increasingly new and divergent ideas. Many research gaps in the literature were also identified that can guide academics in the development of ambidextrous leadership.Practical implicationsUnderstanding that ambidextrous leadership is required to significantly influence ambidexterity and innovation allows organizations to direct their leadership selection and development.Originality/valueThis review contributes to the ambidextrous leadership literature by creating a holistic picture of where it has been and where it should go.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…, 2019; Luu, 2017) and in terms of conceptual development (e.g. Kassotaki, 2019a; Zarb et al. , 2017).…”

Section: Introductionmentioning

confidence: 99%

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Ambidextrous leadership: a narrative literature review for theory development and directions for future research

Kafetzopoulos

2021

BJM

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“…The literature has suggested that understanding the influence of leadership requires a focus not only on multiple leadership styles but also on how these styles work together to affect team performance (Zaccaro, 2007;Zaccaro et al, 2004). This is theoretically justifiable because team leaders often have multiple roles to play and reveal various qualities that are interwoven in complicated ways to influence team workers (Shree and Sharma, 2015;Zarb et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Modeling leadership and team performance

Lin

Wang

Chen

et al. 2019

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Purpose The purpose of this paper is to develop a research model that explains team performance based on social cognitive theory and social exchange theory. In the model, team performance indirectly relates to three kinds of leadership (i.e., charismatic, autocratic and considerate) via the full mediation of collective efficacy. At the same time, team justice as a focus in this study is examined as a moderator in the model. Design/methodology/approach The research hypotheses of this study were empirically tested using two-wave data collection across insurance sales teams from a leading bank holding company which is the largest bank holding company in Taiwan. In the first-wave data collection, researchers of this study surveyed six people anonymously from each sales team, including a team leader and five team members. Three months later, the researchers conducted the second-wave data collection by obtaining team performance data from the department of human resource management, which was an independent rater for each team’s performance. Two-wave data collection from 59 teams was achieved for verifying the hypothesized effects. Findings The team-level test results show that collective efficacy fully mediates the relationship between charismatic leadership and team performance and between considerate leadership and team performance. Justice moderates the relationship between collective efficacy and team performance and between charismatic leadership and collective efficacy. Originality/value This study has two major theoretical implications. First, this study conceptualized three distinct kinds of leadership as major determinants of team performance from a social exchange perspective. Such a theoretical conceptualization of leadership not only broadens the boundary of leadership beyond traditional one such as transactional leadership based on the theory of contingent reward but also closely reflects the practical status quo of leadership of teams. Second, this research incorporated social exchange theory into the framework of team performance in social cognitive theory. Specifically, this study theorized and validated justice as a moderator in the development of team performance.

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