Purpose – The aim of this study was to determine the effect of ethical leadership on individual ambidexterity. Equity sensitivity was proposed as an underlying mechanism between ethical leadership and ambidexterity. Openness to experience was hypothesized to strengthen the effect of ethical leadership on individual ambidexterity. Design/methodology/approach – Data was collected, using a cross-sectional survey design, from employees working in Software Houses in Pakistan using multistage sampling. A usable sample of 255 was subjected to analysis in a two-step Structural Equations Modelling (SEM). Findings – The empirical findings revealed that ethical leadership has a positive effect on individual ambidexterity. Equity sensitivity partially mediated between ethical leadership and individual ambidexterity. Openness to experience strengthens the impact of ethical leadership on individual ambidexterity. Practical implications – This study carries some implications for practitioners, and in particular it provides a clear direction to the management who exhibits ethical leadership characteristics. Ethical leaders encourage their followers to explore new things, to behave more innovatively at work, and to take the risk in implementing and introducing new ideas. Social implications –This study highlights that ethical leadership should establish a positive work environment in which employees have a comfortable feeling when applying their explorative and exploitative activities to their work. Originality/value – The study investigates critical linkages between ethical leadership and individual ambidexterity. Given the importance of individual ambidexterity, results provide novel guidance regarding ethical leadership style, and the significance of equity in workplace. Recruitment decisions will also be guided by choosing those who have an open personality orientation in the workplace.
Ethical leadership and individual ambidexterity: the mediating role of equity sensitivity and the moderating role of openness to experience
Di Virgilio
;
2023-01-01
Abstract
Purpose – The aim of this study was to determine the effect of ethical leadership on individual ambidexterity. Equity sensitivity was proposed as an underlying mechanism between ethical leadership and ambidexterity. Openness to experience was hypothesized to strengthen the effect of ethical leadership on individual ambidexterity. Design/methodology/approach – Data was collected, using a cross-sectional survey design, from employees working in Software Houses in Pakistan using multistage sampling. A usable sample of 255 was subjected to analysis in a two-step Structural Equations Modelling (SEM). Findings – The empirical findings revealed that ethical leadership has a positive effect on individual ambidexterity. Equity sensitivity partially mediated between ethical leadership and individual ambidexterity. Openness to experience strengthens the impact of ethical leadership on individual ambidexterity. Practical implications – This study carries some implications for practitioners, and in particular it provides a clear direction to the management who exhibits ethical leadership characteristics. Ethical leaders encourage their followers to explore new things, to behave more innovatively at work, and to take the risk in implementing and introducing new ideas. Social implications –This study highlights that ethical leadership should establish a positive work environment in which employees have a comfortable feeling when applying their explorative and exploitative activities to their work. Originality/value – The study investigates critical linkages between ethical leadership and individual ambidexterity. Given the importance of individual ambidexterity, results provide novel guidance regarding ethical leadership style, and the significance of equity in workplace. Recruitment decisions will also be guided by choosing those who have an open personality orientation in the workplace.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
