TY - JOUR
T1 - The role of Ambidextrous Leadership in developing Team-Level Ambidexterity: Exploring the supporting roles of Reflective Conversations and Ambidextrous HRM.
AU - ALO, OBINNA
N1 - Publisher Copyright:
© 2023 The Author(s). Co-published by NISC Pty (Ltd) and Informa UK Limited, trading as Taylor & Francis Group.
PY - 2023/1/22
Y1 - 2023/1/22
N2 - This study highlights how constructs of importance to management in Africa–ambidextrous leadership and team learning–can extend or modify our existing management theories. Adopting an exploratory design with an interpretive philosophy, this study explores how supermarket store managers engage their subordinates in team learning sessions to enable their collective ambidexterity, facilitated by the presence of reflective conversations (RC) and ambidextrous human resource management (HRM) policies and practices. Based on our raw data, we develop a process-based model that shows how ambidextrous leadership behaviors can help develop team-level ambidexterity, including the supporting roles of RC and ambidextrous HRM practices in the process. This model thus seeks to motivate theoretically future ambidexterity research in Africa, as the theoretical ideas and themes in this study can be replicated and be broadly applied to future ambidexterity research on the continent. This model will, therefore, contribute to the theoretical development of African management literature and, accordingly, adds significant value to the mainstream ambidexterity literature.
AB - This study highlights how constructs of importance to management in Africa–ambidextrous leadership and team learning–can extend or modify our existing management theories. Adopting an exploratory design with an interpretive philosophy, this study explores how supermarket store managers engage their subordinates in team learning sessions to enable their collective ambidexterity, facilitated by the presence of reflective conversations (RC) and ambidextrous human resource management (HRM) policies and practices. Based on our raw data, we develop a process-based model that shows how ambidextrous leadership behaviors can help develop team-level ambidexterity, including the supporting roles of RC and ambidextrous HRM practices in the process. This model thus seeks to motivate theoretically future ambidexterity research in Africa, as the theoretical ideas and themes in this study can be replicated and be broadly applied to future ambidexterity research on the continent. This model will, therefore, contribute to the theoretical development of African management literature and, accordingly, adds significant value to the mainstream ambidexterity literature.
KW - ambidexterity
KW - ambidextrous HRM
KW - ambidextrous leadership
KW - reflective conversations
KW - team learning
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UR - http://www.scopus.com/inward/citedby.url?scp=85147005592&partnerID=8YFLogxK
U2 - 10.1080/23322373.2022.2155122
DO - 10.1080/23322373.2022.2155122
M3 - Article (journal)
SN - 2332-2373
VL - 9
SP - 70
EP - 96
JO - Africa Journal of Management
JF - Africa Journal of Management
IS - 1
ER -