Do Saudi Arabian Leaders Exhibit Ambidextrous Leadership: A Qualitative Examination

Mohamed Mohiya and M. M. Sulphey

SAGE Open, 2021, vol. 11, issue 4, 21582440211054496

Abstract: The study identifies how subordinates of a multinational organization in Saudi Arabia perceive ambidextrous leadership’s explorative and exploitative factors. A qualitative design was adopted for the study. Data was collected from the employees’ comments about the leaders in a large multinational conglomorate’s organizational Electronic Social Networking (ESN) platform. The comments so collected were analyzed using Thematic Analysis (TA) to address the research objectives. The study results indicate that the leaders exhibited exploration, exploitation, and temporal flexibility styles signifying ambidextrous leadership. Ambidexterity is an aspect that is receiving increased research attention. Despite its widespread use in management science, ambidextrous leadership (AL), and individual level ambidexterity got initiated only in the current decade. The current study extends the literature about AL.

Keywords: organizational ambidexterity; ambidextrous leadership; exploration; exploitation; qualitative research; thematic analysis (search for similar items in EconPapers)
Date: 2021
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

Downloads: (external link)
https://journals.sagepub.com/doi/10.1177/21582440211054496 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:sae:sagope:v:11:y:2021:i:4:p:21582440211054496

DOI: 10.1177/21582440211054496

Access Statistics for this article

More articles in SAGE Open
Bibliographic data for series maintained by SAGE Publications ().