Do Saudi Arabian Leaders Exhibit Ambidextrous Leadership: A Qualitative Examination

Mohiya, Mohamed; Sulphey, M. M.

doi:10.1177/21582440211054496

Cited by 11 publications

(11 citation statements)

References 99 publications

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“…The literature suggests that leaders of healthcare organizations should be interested to stimulate and promote health professionals' creativity. Patterson and Zibarras [24] stresses the signi cance of creativity because of the instant shifts taking place in healthcare. The authors suggest that more focus on employee's creativity is needed.…”

Section: Creativity (C)mentioning

confidence: 99%

The role of ambidextrous leadership and employee ambidexterity in enhancing service quality of care and creativity – A study of health professionals

Slåtten

Mutonyi

Nordli

et al. 2022

Preprint

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Background It is important to understand how and in what ways a leadership style is capable to promote health professionals job performance. In this study we explore a relatively new leadership style, termed ambidextrous leadership. Ambidextrous leadership encompasses a leader capability to stimulate both exploitative and explorative activities in employees. Specifically, ambidextrous leadership is linked to two types of job-directed performance of health professionals’, respectively service quality of care and creativity. The study also examine what role employee ambidexterity seems to have in this relationship. Methods To test the conceptual model of this study, a cross-sectional survey was developed and data was gathered through convenience sampling of a total of N = 258 health professionals in home care services across nine various municipalities based in Norway. The study tested and analyzed the proposed hypotheses of this study through structural equation modeling partial least square, with SmartPLS 3 software. In addition to testing the direct relationships, the study also examined the indirect relationship through mediation testing by bootstrap. Results Ambidextrous leadership were found to have a direct impact on both employee’s service quality (\(\beta\) = 0.236) of care and employee ambidexterity (\(\beta\) = 0.395). The direct relationship between ambidextrous leadership and employee creativity were insignificant. However, the relationship ambidextrous leadership and service quality of care and creativity were both mediated of employee ambidexterity. Finally, the results reveal that employee creativity mediated the relationship between employee ambidexterity and service quality of care. Conclusions Although there are some differences, both ambidextrous leadership and employee ambidexterity are capable to promote job-directed performance of health professionals. Thus, a practical implication on the basis of the findings is that healthcare organizations should recruit, train and develop their leaders to become ambidextrous leaders. Doing so will have a direct impact on level of service quality as well as employee ambidexterity. In addition, acquiring ambidextrous leadership practices will also positively transform employee ambidexterity in a positive direction and indirectly stimulate employee’s creativity as well as strengthening health professionals service quality of care offering. Consequently, health organizations should be conscious of the multiple direct- and indirect effects of practicing ambidextrous leadership.

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Section: Creativity (C)mentioning

confidence: 99%

The role of ambidextrous leadership and employee ambidexterity in enhancing service quality of care and creativity – A study of health professionals

Slåtten

Mutonyi

Nordli

et al. 2022

Preprint

View full text Add to dashboard Cite

show abstract

“…Most studies about PsyCap, WWB, and WE have their origins in the western world, with only scant and inconsistent evidence available from the Middle East region, which has a unique culture. Further, Saudi Arabia also has a unique culture (Alkahtani et al, 2021; Mohiya & Sulphey, 2021; Sulphey & Salim, 2021), with solid moorings in the teachings of Islam. In addition, studies by Sulphey and Al-Kahtani (2018) and Sulphey and Salim (2021) identified KSA to be patriarchal and collectivist, which percolates to the organizational settings.…”

Section: Discussionmentioning

confidence: 99%

A Study on How Psychological Capital, Social Capital, Workplace Wellbeing, and Employee Engagement Relate to Task Performance

Kahtani

Sulphey

2022

Sage Open

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The current study was conducted to examine the relationship between Psychological capital (PsyCap), Social capital, Workplace wellbeing, and Employee engagement in Saudi Arabia. Only limited evidence exists about the relationship between the constructs in Saudi Arabia. Data was collected from 395 gainfully employed Saudi samples, using five standardized and validated questionnaires. The data was analyzed using Exploratory and Confirmatory Factor Analysis and Structural Equation Modeling (SEM). SEM was conducted using the R Program. The results indicate a significant positive relationship between PsyCap, workplace wellbeing, and employee engagement with task performance. No significant relationship was found between social capital and workplace wellbeing. By addressing a previously unexplored area, the present study has provided substantial contribution to the literature

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“…However, studies within other domains of research have identi ed a positive association between the two. Speci cally, in a variety of contexts and studies undertaken in different countries well support a positive relationship between AL and employees' innovative performance and aspects of CP (36, 50,52,53). Based on the discussion of theory, literature and previous empirical studies there is good reasons to expect to nd a similar pattern, that is, the practices of AL to be positively associated with CP of health professionals.…”

Section: Ambidextrous Leadership (Al)mentioning

confidence: 91%

Driving Innovation in Healthcare: Exploring the Impact of Ambidextrous Leadership on Creative Performance among Frontline Health Professionals in Norway

Mutonyi

González-Piñero

Slåtten

et al. 2023

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Background: In recent years, there has been a growing focus on enhancing frontline health professionals' ability to think and act innovatively, also known as their creative performance. However, the previous research has been limited in two ways. First, only few types of leadership styles, and their association with frontline health professionals’ capability to think and act innovatively have been examined. Second, there has been a lack of research on identifying potential process mediators and examining their role in the relationship between leadership styles and frontline health professionals’ capability. To address this knowledge gap, our study investigates the impact of ambidextrous leadership, a relatively new leadership style, on facilitating frontline health professionals' capacity to think and act innovatively (creative performance). Additionally, we explore whether frontline health professionals' learning orientation (an individual-related factor) and relationship learning (an organizational-related factor) act as process mediators between these factors. No previous research has focused on these relationships. Thus, the study offers a unique contribution to health services research. Methods: This study utilized a cross-sectional study, with a convenience sampling of N = 258 health professionals in nine Norwegian municipalities. The results of this study were analyzed using PLS-SEM, with SmartPLS 3 software. The study examined both the direct relationships, as well as indirect relationships through bootstrap. Results: The results reveal a positive link between health professionals’ creative performance and ambidextrous leadership = 0.224). Both relationship learning and learning orientation were found to operate as complementary process mediating factors between health professionals’ creative performance and ambidextrous leadership. When inspecting the strength of the two individual relationships that constitute the process mediating factors the results reveal the following: ambidextrous leadership has stronger impact on relationship learning compared to learning orientation = 0.504 versus = 0.276). However, when examining how the two factors individually are associated with health professionals’ creative performance the strength of relationship was opposite. Respectively, the findings reveal that learning orientation is significantly more positively associated with professionals’ creative performance compared to relationship learning = 0.302 versus = 0.163). In total, ambidextrous leadership, learning orientation and relationship learning explains 26% (R2 = 0.262) of the variance in professionals’ creative performance. Conclusions: This study suggest that ambidextrous leadership is capable to facilitate health professionals’ creative performance both directly as well as indirectly through the two process mediating factors, relationship learning and learning orientation. Thus, a practical implication is the importance for health service organizations to be clearly aware of those numerous of advantages that potentially can be accomplished when having leaders that are actively practicing an ambidextrous leadership style within their organization.

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Do Saudi Arabian Leaders Exhibit Ambidextrous Leadership: A Qualitative Examination

Cited by 11 publications

References 99 publications

The role of ambidextrous leadership and employee ambidexterity in enhancing service quality of care and creativity – A study of health professionals

The role of ambidextrous leadership and employee ambidexterity in enhancing service quality of care and creativity – A study of health professionals

A Study on How Psychological Capital, Social Capital, Workplace Wellbeing, and Employee Engagement Relate to Task Performance

Driving Innovation in Healthcare: Exploring the Impact of Ambidextrous Leadership on Creative Performance among Frontline Health Professionals in Norway

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