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Transformational leadership climate, ambidexterity, and performance

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abstract The positive link between transformational leadership (TFL) and performance is well established, but its underlying mechanisms still remain unclear, especially those explaining performance outcomes on the company level are rarely investigated. Moreover, researchers have studied leadership often as an individual level behavior, despite calls to study leadership as a collective phenomenon. We investigate TFL climate – the shared TFL behaviors of the organization`s leaders - and organizational performance, and argue that the TFL performance relationship is mediated by ambidexterity, the ability to balance seemingly contradictory demands. We propose that (a) TFL climate will foster building ambidexterity into organizations, and (b) ambidexterity will be positively linked to performance. Moreover, (c) ambidexterity will mediate the TFL climate performance linkage. The data gathered in a large scale study with 120 organizations and a total of 8.789 respondents support our hypotheses.
   
type conference paper (English)
   
keywords Transformatinoal Leadership Climate, Contextual Ambidexterity, Firm Performance
   
name of conference Academy of Management Annual Meeting (Chicago, IL, USA)
date of conference 6-8-2009
review double-blind review
   
citation Schudy, C. (2009). Transformational leadership climate, ambidexterity, and performance. In .