Ambidextrous Leadership, Social Entrepreneurial Orientation, and Operational Performance

Carla Martínez-Climent, María Rodríguez-García and Juying Zeng
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Carla Martínez-Climent: IUDESCOOP Institute-UV, 46022 Valencia, Spain
María Rodríguez-García: ESIC Business & Marketing School, 46021 Valencia, Spain
Juying Zeng: School of Data Science, Zhejiang University of Finance and Economics, Hang Zhou 310018, China

Sustainability, 2019, vol. 11, issue 3, 1-15

Abstract: In the knowledge era, new forms of organizing and managing firms emerge to adapt to new situations. One such new form of organizational management is ambidextrous leadership. Ambidextrous leadership combines opening leader behaviors, such as promoting creativity, and closing leader behaviors, such as accomplishing objectives and adhering to norms. Thus, the aim is to demonstrate that a social orientation is not at odds with measures of operational performance other than profitability. The purpose of this study is to examine how ambidextrous leadership is linked to social entrepreneurial orientation and how this in turn affects operational performance. This is done through a rigorous review of the literature.

Keywords: ambidextrous leadership; social entrepreneurial orientation; innovation; operational performance (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2019
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (5)

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