Abstract
The study explores how top management teams’ (TMT) shared leadership is related to organizational ambidexterity in public sector organizations. The study also develops the concepts of traditional and new public management control systems (TPMCS and NPMCS) and theorizes on their moderating role in the relationship between shared leadership and organizational ambidexterity. We based the study on a sample of 85 Swedish municipal housing corporations. We collected the data through surveys of top managers of these corporations and used multiple hierarchical regression analysis to test the relationships. The study found that TMTs’ shared leadership has a positive relationship with organizational ambidexterity in public sector organization and that the increasing use of NPMCS is positively moderating this relationship. We discuss how these finding inform the public sector, strategic management and leadership literature and suggest new areas for research based on our findings.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
