Transformational leadership climate, ambidexterity, and performance
Journal
Academy of Management Proceedings
ISSN
0065-0668
Type
conference paper
Date Issued
2009-08-07
Author(s)
Schudy, Christian
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.
Language
English
Keywords
Transformatinoal Leadership Climate
Contextual Ambidexterity
Firm Performance
HSG Classification
contribution to scientific community
Refereed
Yes
Publisher
Academy of Management
Publisher place
Briarcliff Manor New York
Event Title
69th Academy of Management Annual Meeting (AOM) 2009 "Green Management Matters"
Event Location
Chicago, IL USA
Event Date
07.-11.08.2009
Subject(s)
Division(s)
Eprints ID
61390