Organizational Mastery: The Impact of Strategic Leadership and Organizational Ambidexterity on Organizational Agility

Description

This book examines the impact of strategic leadership and organizational ambidexterity skills on the strategic agility of a particular organization in four parts. In the first part, the concept of ambidexterity is discussed and the issue of organizational ambidexterity is explained with its dimensions. Exploratory and beneficiary innovation abilities as well as adaptability and alignment are examined as sub-dimensions. In the second part, the concept of strategic leadership is expanded upon, first conceptually and then across five dimensions: managerial strategic leadership, transformational strategic leadership, political strategic leadership, communicative strategic leadership, and ethical strategic leadership. The third part focuses on strategic agility. The beginning of the concept of agility, organizational agility, and the importance of agility are explained across the dimensions of competence, flexibility, responsiveness, and speed. The fourth part focuses on field study, and the results are evaluated by analyzing the data obtained from surveys of managers of large and medium-sized enterprises.  This book would be a valuable read for academics, bachelor, and graduate students in managerial sciences and business leaders. Contents About the Author List of Figures List of Tables 1 Organizational Ambidexterity 1.1 Introduction 1.2 The Concept of Ambidexterity 1.3 Dimensions of Organizational Ambidexterity 1.3.1 Structural Ambidexterity 1.3.2 Contextual Ambidexterity 1.4 Ambidexterity Management Strategies 1.5 The Role of Leadership in Implementing Ambidexterity Strategies References 2 Strategic Leadership 2.1 Introduction 2.2 Strategic Leadership Models 2.2.1 John Adair’s “The Three Circles Model” 2.2.2 “Nine-Point Strategic Leadership Model” of Davies and Davies 2.2.3 The Strategic Leadership Model of Ülgen and Mirze Addressing the “Hard and Soft Factors” 2.2.4 Five Dimensional Strategic Leadership Model of Pisapia 2.3 Dimensions of Strategic Leadership 2.3.1 Managerial Strategic Leadership 2.3.2 Transformational Strategic Leadership 2.3.3 Political Strategic Leadership 2.3.4 Ethical Strategic Leadership 2.3.5 Communicative Strategic Leadership References 3 Organizational Agility 3.1 Introduction 3.2 Conceptual Framework 3.2.1 Agility 3.2.2 Strategic Agility 3.2.3 Organizational Characteristics of Agile Organization 3.3 Dimensions of Organizational Agility 3.3.1 Competency 3.3.2 Flexibility 3.3.3 Responsiveness 3.3.4 Quickness 3.4 The Effects of Agility in Creating Competitive Advantage References 4 Field Study to Evaluate the Effect of Strategic Leadership and Organizational Ambidexterity on Organizational Agility 4.1 The Purpose and Importance of the Research 4.2 Brief Theoretical Background on the Relationship of Research Variables 4.2.1 Research-Based Dynamic Capabilities Theory that Forms the Basis of Research 4.2.2 Organizational Ambidexterity—Strategic Leadership 4.2.3 Organizational Agility—Strategic Leadership 4.3 Population and Sample 4.4 Constraints of the Research 4.5 Data Collection Method and Scales Used in the Research 4.5.1 Strategic Leadership Scale 4.5.2 Organizational Ambidexterity Scale 4.5.3 Organizational Agility Scale 4.6 Research Model and Hypotheses 4.7 Structural Equation Modeling Assumptions 4.8 Findings of the Research 4.8.1 Socio-demographical Characteristics of the Respondents 4.8.2 Analysis and Findings for Scales 4.8.3 Testing the Research Model 4.9 Discussion References Appendix A Questionnaire Form Appendix B Ethics Committee Decision Index