Authentic leadership’s influence on ambidexterity with mediators in the South African context

Caren Brenda Scheepers · Christiaan Philippus Storm

35 citations0/0 files storedEuropean Business Review

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Employee Performance and Leadership Job Satisfaction and Organizational Behavior Innovation and Knowledge Management

Abstract

Purpose The purpose of this paper is to investigate the influence of a positive form of leadership, particularly authentic leadership, on ambidexterity, as ambidexterity has shown to improve financial performance. What is less clear, however, is how to create the organisational context towards ambidexterity or balanced exploitative and explorative innovation. This study set out to fill that gap in researching the direct influence of authentic leadership as well as indirect effect through innovation climate on ambidexterity. Design/methodology/approach A quantitative research approach was followed, with an online survey to employees in South African organisations. There were 733 useable questionnaires. Structural equation modelling was used to test proposed hypotheses of direct, indirect and moderation effects. Findings The results revealed that authentic leadership has a significant and positive direct effect on ambidexterity and a significant indirect effect through an innovation climate. Environmental dynamism lessened the regression weight of the relationship between authentic leadership and ambidexterity. Research limitations/implications The data collected were cross-sectional and respondents were South African employees; therefore, caution should be exercised when generalising the results to other organisations in a broader African context. Practical implications Understanding that both authentic leadership and innovation climate are required to significantly influence ambidexterity allows organisations to direct their leadership selection and development. Originality/value The main contribution of this research lies in clarifying the influence of authentic leadership on ambidexterity in the South African context.

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References

1981Evaluating Structural Equation Models with Unobservable Variables and Measurement Error 1999Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives 1992Alternative Ways of Assessing Model Fit 1991Exploration and Exploitation in Organizational Learning 1986Organizational Culture and Leadership 1987Practical Issues in Structural Modeling 2005Authentic leadership development: Getting to the root of positive forms of leadership 2004THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY.

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2019Innovation climate mediating complexity leadership and ambidexterity

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