Threefold Ambidexterity of Agribusiness: Leadership, Market Orientation, and Structural Balance

Abstract

Abstract The main objective of the study is to examine the complementary and ambidextrous effects of leadership on organizational ambidexterity along with the moderating role of market orientation (MO). Using survey data from a sample of 430 agribusiness firms, we found that excess humility leads to an imbalance between exploration and exploitation. This detrimental effect of superfluous humility can be mitigated when the charisma co-exists with humility and the ambidextrous effect of these two traits have an advantage beyond their individual effect. Furthermore, balanced MO improves organizational ambidexterity more effectively compared to the individual effects of responsive or proactive MO. Results also show that ambidextrous MO positively moderates the relationship between CEO charismatic-humble leadership and organizational ambidexterity. Besides the aforementioned theoretical contributions, this study has certain managerial implications. The findings suggest that CEOs can improve organizational ambidexterity with their charisma and humility. Additionally, strong visions of charismatic leaders and continuous recognition from humble leaders are necessary for contextual ambidextrous outcomes.