How transformational leadership influences museums’ performance: a contextual ambidexterity view

Abstract

Although researchers and managers recognise the tensional nature characterising the dynamics of museums and show a major concern with museums' performance, the lack of studies examining organizational antecedents of performance is potentially limiting the understanding of the process by which top managers promote this key outcome. Drawing on the literature on ambidexterity and transformational leadership, we suggest that the transformational leadership of museums' top managers facilitates the emergence of contextual ambidexterity which, in turn, influences museums' performance. Data collected from a sample of 38 museums, including their top managers and 256 employees, support our hypotheses.

Introducing the Contextual Ambidexterity Scale for Public Organizations (CASPO): Scale development and initial evidence

“…Gibson and Birkinshaw (2004) suggest that contextual ambidexterity is built under the influence of a management context that includes a strong emphasis on both performance management and social support, recovering the classic two-dimension leadership approaches including people or task oriented behaviors (Yukl & Gardner, 2020). Nunes et al (2021) also stress the role of leadership and provide empirical evidence about the role of transformational leadership in influencing museums' performance, a relationship moderated by contextual ambidexterity, which gives a distinct light to contextual ambidexterity's antecedents. Future research could follow this line of thinking and paradoxical leadership (Zhang et al 2015) seems promising because it explicitly includes dimensions of leadership connected to ambidexterity, namely maintaining decision control while allowing autonomy and enforcing work requirements while allowing flexibility.…”

Bridging Strategic Planning Dan Transformation on Performance: A Case of Dynamic Policies for the Covid-19 Pandemic

“…Researchers in this study conclude that government policies strengthen the influence of strategic planning and its transformation on the performance of the Indonesian National Police in dealing with the Covid-19 pandemic. Likewise, Wun (2019) stated that strategic planning impacts organizational performance in microfinance organizations with a focus on marketing orientation, customer satisfaction, employee performance, and organizational growth Nunes et al (2021). highlight the transformational leadership of top managers and facilitate the emergence of contextual ambidexterity, which then raises its influence on organizational performance.…”