Research On The Influence Of Ambidextrous Leadership On Subordinates Work Performance | Posted on:2023-07-09 | Degree:Doctor | Type:Dissertation | Country:China | Candidate:L Y Zhang | Full Text:PDF | GTID:1529306851471914 | Subject:Business management | Abstract/Summary: | PDF Full Text Request | Leadership behavior plays an important role in both employee performance and organizational effectiveness.Different styles of leadership have different effects on subordinates’ behavior and attitudes.However,most of these studies focus on the effects of transformational leadership,transactional leadership and charismatic leadership on employees’ attitudes and behaviors.Scholars all over the world have found that many previous studies have neglected the diversity of leadership behavior,the characteristics of leaders are not as single as the early scholars assumed,many managers tend to use two or more methods in management practice,and scholars call this compound leadership style “ambidextrous leadership”.The " ambidextrous " is a dialectical way of thinking contained in leadership behavior.Leaders play an important role in the process of enhancing dynamic capabilities by adjusting and reconfiguring the existing resources of the organization with flexible cognitive and behavioral styles.Ambidextrous leadership emphasizes switching between two related but different leadership styles in the different management situations in order to improve the effectiveness of leadership,which reflects the idea of Contingency theory.Among them,transformational and transactional ambidextrous leadership has aroused widespread concern among scholars because of its realistic fit between the perspective of rules and "corporate compliance".Most of the previous studies focused on the positive effects of ambidextrous leadership on employee creativity,innovation performance,and organizational innovation,but neglected the consideration of typical outcome variables such as subordinates’ in-role performance,organizational citizenship behavior,and team performance and effectiveness.At the same time,the existing research mainly focuses on the positive side of the ambidextrous leadership effect,but ignored the negative side.This study answer the question of "what is the influence mechanism" and "How is the different mode" about ambidextrous leadership by two continuous and progressive sub-studies,and explores the mediating and moderating mechanism of ambidextrous leadership on subordinates’ job performance.The first sub-study: Ambidextrous leadership double-edged sword effect on subordinates’ job performance.This part studied the double-edged sword effect of transformational and transactional ambidextrous leadership styles on subordinates’ job performance,and introduced self-efficacy,employee ambivalence,and leader-member exchange as mediating and moderating variables.After questionnaire surveys based on 552 pairs of leader-subordinate paired samples,the hypotheses of the research models are tested by using SPSS26.0 and MPLUS8.3.The main conclusions are as follows:(1)Ambidextrous leadership has a positive effect on employees’ self-efficacy;(2)Self-efficacy has a significant positive effect on employees’ in-role performance and organizational citizenship behavior;(3)Self-efficacy plays a mediating role between ambidextrous leadership and employees’ in-role performance and organizational citizenship behavior;(4)Ambidextrous leadership has a positive effect on employee ambivalence;(5)Employee ambivalence has a significant negative effect on employee’s in-role performance and organizational citizenship behavior;(6)Employee ambivalence plays a mediating role between ambidextrous leadership and employee’s in-role performance and organizational citizenship behavior;(7)Leadermember exchange plays a moderating role in the relationship between ambidextrous leadership and self-efficacy;When the level of leader-member exchange is high,the influence of ambidextrous leadership on self-efficacy will be strengthened;(8)Leader-member exchange plays a moderating role in the relationship between ambidextrous leadership and employees’ ambivalent experience;When the level of leader-member exchange is high,the influence of ambidextrous leadership on employees’ ambivalent experience will be weakened;On the contrary,it will be enhanced.The second sub-study: different models of ambidextrous leadership(CDA and DDA)effects on employees’ job performance.This part is to explore what kind of ambidextrous leadership can improve subordinates’ job performance,that is,the impact of the combination dimension of ambidextrous(CDA)and difference dimension of ambidextrous(DDA)on subordinates’ job performance under different modes of ambidextrous leadership,and introduce leadership identity as a mediating variable.After questionnaire surveys based on 350 pairs of leader-subordinate paired samples,the hypotheses of the research models are tested by using SPSS26.0 and MPLUS8.3.The main conclusions are as follows:(9)The CDA has a significant positive effect on employees’ in-role performance and organizational citizenship behavior;(10)The DDA has a significant negative effect on employees’ in-role performance and organizational citizenship behavior;(11)Leadership identification has a significant positive effect on employee’s in-role performance and organizational citizenship behavior(12)Leadership identity mediates the relationship between CDA and employee’s in-role performance and organizational citizenship behavior;(13)Leadership identity mediates the relationship between DDA and employee’s in-role performance and organizational citizenship behavior.To sum up,this study explores the relationship between transformational and transactional ambidextrous leadership and subordinates’ job performance from the perspectives of Ambidextrous theory,Cognitive and affective personality system theory,and Social identity theory.The theoretical contributions as followed:(1)It verifies the double-edged sword effect of transformational and transactional ambidextrous leadership,and enriches the theoretical logic of ambidextrous leadership research;(2)Innovatively expressing different patterns of ambidextrous leadership as two dimensions of CDA and DDA as independent variables,verifying their different effects on subordinates’ job performance and the mediating mechanism of leadership identification;(3)LMX is identified as the moderating effect of transformational and transactional ambidextrous leadership on the double-edged sword effect of employee performance,which contributes new knowledge to theoretical research.And the practical contributions as followed:(1)Managers should pay attention to the double-edged sword effect of ambidextrous leadership;(2)Managers should pay attention to the overlap and contradictory characteristics of ambidextrous leadership,enhance the synergistic effect of ambidextrous leadership,and pay attention to its differences and balance;(3)Managers should attach importance to the adjustment of relevant situational factors in the organization to ambidextrous leadership effect. | Keywords/Search Tags: | Ambidextrous leadership, Combination dimension of ambidextrous(CDA), Difference dimension of ambidextrous(DDA), Employee performance, Self-efficacy, Employee ambivalence, Leadership identity, Leader-member exchange | PDF Full Text Request | Related items |
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