Title: Convergence of leadership styles and organisational ambidexterity in the perspective of employee engagement: a proposed framework
Authors: Jyoti Verma; Shrabani B. Bhattacherjee; Ranjani Kumari
Addresses: Department of HR & OB Area, Chandragupt Institute of Management Patna (CIMP), Patna, Bihar (800001), India ' Department of HR & OB Area, K J Somaiya Institute of Management Studies and Research, Mumbai, India ' Chandragupt Institute of Management Patna (CIMP), Patna, Bihar (800001), India
Abstract: Employees are engaged with their job roles and responsibilities, as they are influenced by their leaders, and they follow the path of ambidexterity in the same wave as presented by their leaders. Organisational leaders worldwide keep on working on finding the new ways and mediums to maintain talented workforce and to engage them too. It requires understanding of the multifaceted employee attitudes, ambitions, and the role of organisational factors such as organisational ambidexterity. We review the existing literature of transformational leadership, authentic leadership, employee engagement, and organisational ambidexterity to simplify the present knowledge in the arena. We start with a fast outline of the definition and growth of these constructs. Thus, this conceptual paper aims to understand and identify the linkage among transformational leadership and authentic leadership with employee engagement through organisational ambidexterity. This study also presents a research framework and discusses seven research propositions.
Keywords: transformational leadership; authentic leadership; employee engagement; leadership; followers; motivation; organisational ambidexterity; emerging markets; leadership style; exploitative; explorative.
International Journal of Business Competition and Growth, 2021 Vol.7 No.3, pp.262 - 283
Received: 21 Oct 2020
Accepted: 04 Feb 2021
Published online: 05 Jul 2021 *