Abstract
The study aimed to reveal the level of ambidextrous leadership and organizational excellence in small and medium enterprises in Qatar, and also to investigate the impact of ambidextrous leadership on organizational excellence in these companies. The study used analytical descriptive approach by designing a questionnaire that was composed of (42) items through six dimensions.  The study sample included (456) employees working in SMEs in Qatar from low and medium managerial levels. Multiple and simple regression analyses were used for data analysis. The study results found that SMEs in Qatar have a high level of ambidextrous leadership and organizational excellence, and ambidextrous leadership competency has a significant impact on organizational excellence. Also, opening leader competency, closing leader competency, and flexible leader competency have a significant impact on organizational excellence. Based on these results, a set of recommendations were provided.
Highlights
The successive changes in business environment and the growing competition between business organizations have led to emergence of a new concept in administrative leadership, called ambidextrous leadership, which depends on a state of integration between two types of behaviors: first; exploration behavior that is based on fostering generation of ideas as well as exploring new opportunities, and second; exploitation behavior that is based on enhancing exploitation of the current activities and ensuring that workers carry out tasks by taking corrective actions, monitoring achievement of goals, following laws and instructions, and adhering to the work routine (Shanil, 2010; Zacher, Robinson, and Rosing, 2016)
The study problem can be identified in answering the following main question: What is the impact of ambidextrous leadership competences on organizational excellence from the viewpoint of employees working in small and medium enterprises (SMEs) in Qatar?
According to the problem statement, the study aims to investigate the impact of ambidextrous leadership competences on organizational excellence from the viewpoint of employees working in SMEs in Qatar
Summary
The successive changes in business environment and the growing competition between business organizations have led to emergence of a new concept in administrative leadership, called ambidextrous leadership, which depends on a state of integration between two types of behaviors: first; exploration behavior that is based on fostering generation of ideas as well as exploring new opportunities, and second; exploitation behavior that is based on enhancing exploitation of the current activities and ensuring that workers carry out tasks by taking corrective actions, monitoring achievement of goals, following laws and instructions, and adhering to the work routine (Shanil, 2010; Zacher, Robinson, and Rosing, 2016). Organizations today are practicing their business in a dynamic and heterogeneous environment that witnesses macro and micro environmental changes, which means that it is crucial for them to adapt continually to the external threats and opportunities, and react effectively with innovation and structural alignments, which needs ambidextrous leadership (Kauppila & Tempelaar, 2016). Within this context, the application of the current study to pioneering organizations nationally, at the level of the ijbm.ccsenet.org. This may be more critical for small and medium enterprises (SMEs) in Qatar, as organizations that played a significant role in development of business in Qatar, and witness several innovations in the field of technology applications
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