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Effect of ambidextrous leadership, adaptive leadership on employee ambidexterity of state banks in Indonesia: mediating approach

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  • Desi Tri Kurniawati

    (University of Brawijaya)

  • Aulia Fuad Rahman

    (University of Brawijaya)

  • Moh. Athoillah

    (University of Brawijaya)

Abstract

The study's main aim was to determine the mediating effect of adaptive leadership on the relationship between ambidextrous leadership and employee ambidexterity with adaptive leadership as a mediator. The study used explanatory research with a cross-sectional survey design. Primary data on ambidextrous leadership, adaptive leadership and employee ambidexterity was collected from structured questionnaires. A survey was carried out on 100 employees of banks in Indonesia. The research hypothesis was tested using structural equation modeling partial least square analysis. The study found that adaptive leadership enhanced and significantly mediated the relationship between ambidextrous leadership and employee ambidexterity. Furthermore, ambidextrous leadership significantly enhances adaptive leadership, and directly adaptive leadership also increases employee ambidexterity. Thus, adaptive leadership perfectly mediates between ambidextrous leadership and employee ambidexterity. Key Words:Ambidextrous Leadership, Adaptive Leadership, Ambidexterity Leadership

Suggested Citation

  • Desi Tri Kurniawati & Aulia Fuad Rahman & Moh. Athoillah, 2022. "Effect of ambidextrous leadership, adaptive leadership on employee ambidexterity of state banks in Indonesia: mediating approach," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 11(9), pages 140-149, December.
    • Handle: RePEc:rbs:ijbrss:v:11:y:2022:i:9:p:140-149
    DOI: 10.20525/ijrbs.v11i9.2195
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    References listed on IDEAS

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