The global ambidextrous leader: Exploratory research into leadership behaviors that associate with the perception of contextual ambidexterity in a multicultural context.
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2017-05-23
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en
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Abstract
It is hard for organizations to survive in the complex environment that is created by
globalization. One of the ways for organizations to survive in the complex multicultural
environment that is created by globalization is with the configuration of organizational
ambidexterity. Organizational ambidexterity is described as the capability of organizations to
simultaneously deal with exploration and exploitation. Contextual ambidexterity is the
manner of organizational ambidexterity in which leadership creates a context that facilitates
employees to both perform explorative and exploitative tasks. The leadership that
associates with contextual ambidexterity is called ambidextrous leadership. Literature only
contains little research on how leadership associates with contextual ambidexterity in a
multicultural context.
Qualitative data from 14 interviews at an international financial institution was
gathered and analyzed to gain insight into how leadership behaviors are associated with the
perception of contextual ambidexterity in a multicultural context.
Based on the findings, this thesis proposes a comprehensive model for leadership
behaviors that associate with contextual ambidexterity in a multicultural context. The
greatest insight of the comprehensive model is the importance of leadership behaviors that facilitate a shared vision amongst teams to stimulate either exploration or exploitation. The comprehensive model provides a stepping stone towards finding causal relationships between leadership behaviors and contextual ambidexterity.
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Faculteit der Managementwetenschappen