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The International Journal of Human Resource Management Volume 27, 2016 - Issue 20: HR Practices in Collaborative Partnership
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Original Articles

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

Rekha Rao-NicholsonInternational Management, Bristol Business School, University of the West of England, Bristol, UK
,
Zaheer KhanMarketing, International Enterprise & Strategy, Sheffield University Management School, The University of Sheffield, Sheffield, UKCorrespondence[email protected]
,
Pervaiz AkhtarLogistics Institute, University of Hull Business School, The University of Hull, Hull, UK
&
Hemant MerchantInternational Business Strategy, Kate Tiedemann College of Business, University of South Florida St. Petersburg, St. Petersburg, FL, USA
Pages 2461-2487 | Published online: 06 Jul 2016
 
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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.

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