Transformational leadership and ambidexterity in the context of an acquisition

被引：196

作者：

Nemanich, Louise A. ^{[1
]}

Vera, Dusya ^{[2
]}

机构：

[1] Arizona State Univ, Dept Management, Sch Global Management & Leadership, Phoenix, AZ 85069 USA

[2] Univ Houston, CT Bauer Coll Business, Houston, TX 77204 USA

来源：

LEADERSHIP QUARTERLY | 2009年 / 20卷 / 01期

关键词：

Transformational leadership; Exploration and exploitation; Ambidexterity; Learning culture; Mergers and acquisitions; Team learning; CORPORATE ACQUISITIONS; STRATEGIC LEADERSHIP; MARKET ORIENTATION; INNOVATION; PERFORMANCE; CREATIVITY; SELF; EXPLORATION; MANAGEMENT; EXPLOITATION;

D O I：

10.1016/j.leaqua.2008.11.002

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

This study explores the role of transformational leadership and the values incorporated in a learning culture in promoting ambidexterity (the ability to explore new capabilities while exploiting existing ones) in teams involved in acquisition integrations. Data from a field study of an acquisition integration (N=71 work teams) support hypotheses arguing that transformational leadership behaviors and the development of a learning culture, characterized by psychological safety,openness to diverse opinions, and participation in decision making, promote ambidexterity at the team level. We also found support for the association between transformational leadership and learning cultures. (C) 2008 Elsevier Inc. All rights reserved.

引用

页码：19 / 33

页数：15

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