Motive, Mindset and Opportunity: Exploring Leader Ambidexterity Factors in Health-Care

Autor/inn/en	Kuntz, Joana; Wong, Jennifer Hoi Ki; Budge, Susan
Titel	Motive, Mindset and Opportunity: Exploring Leader Ambidexterity Factors in Health-Care
Quelle	In: Learning Organization, 30 (2023) 3, S.355-374 (20 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0969-6474
DOI	10.1108/TLO-12-2022-0153
Schlagwörter	Organizational Learning; Leadership Styles; Navigation; Logical Thinking; Health Services; Foreign Countries; Reflection; Administrators; New Zealand + Suchen Sie Ihr Suchwort? Organisationslernen; Führungsstil; Health service; Gesundheitsdienst; Gesundheitswesen; Ausland; Neuseeland
Abstract	Purpose: Ambidexterity increases an organisation's capability to successfully navigate dynamic and uncertain environments. While leaders are expected to model flexible learning and practices throughout the organisation, little is known about the leader characteristics and contextual factors that underpin ambidexterity. This study aims to explore whether paradoxical thinking, integrator behaviours and managerial role and level influence the likelihood of leaders exhibiting ambidexterity. Design/methodology/approach: This study relied on a self-report questionnaire completed by 152 managers of a large, public health-care organisation in New Zealand. A k-means cluster analysis of the data was conducted to identify leader ambidexterity clusters, and the hypothesised effects were tested with multinomial logistic regressions. Findings: Health-care managers favoured exploitation and moderate ambidexterity. Higher levels of integrator behaviours (i.e. reflective learning and context responsiveness) were found among leaders who showed high ambidexterity. Context responsiveness was the sole significant predictor distinguishing between high ambidexterity and other ambidexterity profiles. No statistically significant differences in ambidexterity cluster membership were found between clinical and non-clinical roles and across managerial levels. Research limitations/implications: While our study relied on a cross-sectional self-reported design, the findings underscore the importance of learning behaviours and context responsiveness to ambidexterity. This study discusses avenues for future research and leadership development towards improved organisational learning systems and practices. Originality/value: To the best of the authors' knowledge, this study is one of the first to test the contribution of paradoxical thinking and integrator behaviours to health-care leader ambidexterity and to examine differences in ambidexterity profiles across managerial levels and roles. The factor analysis suggests that integrator behaviours represent two distinct constructs: reflective learning and context responsiveness. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2024/1/01