Impact of ambidextrous leadership on ambidextrous performance: Based on Human Capital Theory

doi:10.3724/SP.J.1042.2020.00692

Abstract

Abstract:

Based on the "both/and" cognitive thinking, ambidextrous leadership reconciles the conflicting leadership behaviors and provides novel insights into solving the paradox of innovation-efficiency in organizational development. However, extant research has most focused on the effect of ambidextrous leadership on ambidextrous performance (i.e., balance between innovation and efficiency) as well as its underlying mechanism. To address this issue, we propose the concept of ambidextrous performance and examine the effect of ambidextrous leadership on the ambidextrous performance from a multi-level perspective. We draw on the theory of human capital and build amoderated mediation model with flexibility-oriented HRM practices and accumulation of human resource flexibility as serial mediators. In doing so, the implications of ambidextrous leadership are extended, i.e., the relationship between ambidextrous leadership and ambidextrous performance is integrated with HRM practices to reveal a new mechanism through which ambidextrous leadership leads to desirable outcomes. Implications for how organizations can achieve ambidextrous performance are also provided.

Key words: ambidextrous leadership, flexibility-oriented HRM practices, HR flexibility, ambidextrous performance, human capital theory

CLC Number:

B849:C93

YIN Kui, ZHANG Kaili, XING Lu, ZHAO Jing. Impact of ambidextrous leadership on ambidextrous performance: Based on Human Capital Theory[J]. Advances in Psychological Science, 2020, 28(5): 692-710.

Figures/Tables 4

References 150

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层次	变量	报告者	时间跨度	计算方式
组织层次	CEO双元领导	高管团队成员	T1上年末	变革型领导×交易型领导
	规划柔性导向HRM实践	人力资源部经理	T2当年初	评价均值
	组织人力资源柔性	高管团队成员	T3当年中	评价均值
	组织双元绩效	CEO	T4下年初	创新绩效×任务绩效
团队层次	团队双元领导	团队员工	T1上年末	变革型领导×交易型领导
	实施柔性导向HRM实践	团队领导	T2当年初	评价均值
	团队人力资源柔性	团队领导	T3当年中	评价均值
	团队双元绩效	分管领导	T4下年初	创新绩效×任务绩效

层次	变量	报告者	时间跨度	计算方式
组织层次	CEO双元领导	高管团队成员	T1上年末	变革型领导×交易型领导
	规划柔性导向HRM实践	人力资源部经理	T2当年初	评价均值
	组织人力资源柔性	高管团队成员	T3当年中	评价均值
	组织双元绩效	CEO	T4下年初	创新绩效×任务绩效
团队层次	团队双元领导	团队员工	T1上年末	变革型领导×交易型领导
	实施柔性导向HRM实践	团队领导	T2当年初	评价均值
	团队人力资源柔性	团队领导	T3当年中	评价均值
	团队双元绩效	分管领导	T4下年初	创新绩效×任务绩效

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