The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

Rekha Rao-Nicholson, Zaheer Khan*, Pervaiz Akhtar, Hemant Merchant

*Corresponding author for this work

Research output: Contribution to journalArticle

12 Citations (Scopus)

Abstract

This paper examines the impact of leadership on organizational ambidexterity and employee psychological safety (EPS) based on a sample of 105 global acquisitions of emerging market multinationals. The findings suggest that, compared to the transactional and laissez-faire ones, the charismatic leadership style is more significantly related to organizational ambidexterity and EPS. The results also suggest that transactional leadership is more positively related to ambidexterity and EPS than laissez-faire leadership. In addition, organizational ambidexterity is directly and positively associated with EPS. The implications of these results for both research and practice are discussed in the paper.

Original languageEnglish
Pages (from-to)2461-2487
Number of pages27
JournalInternational Journal of Human Resource Management
Volume27
Issue number20
Early online date6 Jul 2016
DOIs
Publication statusPublished - 12 Nov 2016

Keywords

  • cross-border acquisitions
  • emerging market multinationals
  • employee psychological safety
  • leadership
  • organizational ambidexterity

ASJC Scopus subject areas

  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

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