Abstract
This study aimed at identifying the impact of strategic leadership dimensions, such as defining strategic direction, investing strategic capabilities, and implementing balanced organisational supervision, on the organisational ambidexterity dimension at the King Abdullah II Design and Development Bureau (KADDB). The sample consisted of the directors at top and middle management at KADDB, totalling 92 directors. Further, a questionnaire was used as a tool for data collection through Google Forms for the convenience of data collection and edition. 86 valid questionnaires were retrieved before the analytical descriptive approach was used, and, following this, data analysation and hypotheses tests were carried out according to the descriptive statistic measures and statistical analysis program Smart PLS v. 3. The results indicated high relative importance of the strategic leadership and organisational ambidexterity at KADDB, and, notably, a statistically significant impact of strategic leadership was approved on organisational ambidexterity at KADDB at the significant level (P ≤ 0.05). This significant impact was approved for all the dimensions of strategic leadership except for the dimension ‘promoting human capital’. In light of the findings, the researchers recommended that KADDB should: improve organisational ambidexterity and its activities (exploration and exploitation) by organising special steering committees for this purpose within the business development department at KADDB; pay more attention to environmental scanning; balance the patterns of results-based monitoring and control; empower employees; and, finally, improve the current recruitment, promotion, and reward systems.
Highlights
The world has witnessed many rapid changes over the course of the 21st century, and this has resulted in many rapid developments in the business environment
Correlation was tested and multiple linear regression analysed for the main hypothesis, which was as follows: ‘There is no statistically signi icant impact at a signi icant level (P≥0.05) for strategic leadership in its dimensions on organisational ambidexterity with its dimensions at King Abdullah II Design and Development Bureau (KADDB).’
Based on the above information, we reject the main null hypothesis and accept the alternative main hypothesis as follows: There is statistically signi icant impact at a signi icant level (P≥0.05) for strategic leadership in its dimensions on organisational ambidexterity with its dimensions at KADDB. This result indicates that the strategic leadership has a clear impact on improving the application of organisational ambidexterity at KADDB, acting as evidence of KADDB’s awareness of the opportunities and threats in the business environment, as well as its skill in building strategic plans, following up on their implementation, and directing workers to believe in and support them, as well as their exploitation of its distinctive capabilities in achieving its goals
Summary
The world has witnessed many rapid changes over the course of the 21st century, and this has resulted in many rapid developments in the business environment This has imposed great challenges on business organisations in all ields: as advances in Information and Communication Technology have led to the opening of markets and business organisations to the world, the international legislations issued by the World Trade Organisation (and relevant international organisations) have contributed to an increase in competition in business markets. Business organisations have recently increased their interest in enhancing their organisational ambidexterity by improving their strategic leadership practices due to its great role in improving its performance in the short- and long-term, improving organisations’ abilities to explore and exploit opportunities This is a major reason behind why so many organisations are able continue to operate successfully and achieve competitive advantage and precedence El indah (2020). Such exploration and exploitation activities have become an urgent necessity for organisations, especially in light of the momentum of competition in the business environment; this is because organisational ambidexterity contributes to improving the performance of organisations, as well as the fact that it increases organisations’ ef iciency and resilience and maintains their sustainability Sun et al (2018)
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