Journal of Human Resource Management

Submit a Manuscript

Publishing with us to make your research visible to the widest possible audience.

Propose a Special Issue

Building a community of authors and readers to discuss the latest research and develop new ideas.

Effect of Ambidextrous Leadership on Operational Performance: Mediating Role of Social Capital

This study sought to discover whether ambidextrous leadership and operational success are related, as well as how social capital might mediate between these two factors in Ghana's SMEs. The study's objectives were to look into the relationships between ambidextrous leadership and performance, as well as the relationships between ambidextrous leadership and social capital, social capital and performance, and the mediating role of social capital in the relationship between ambidextrous leadership and performance. Stratified and simple random selection techniques were used to choose a sample size of 300 SMEs for the investigation. To meet the study's goals, multiple linear regression analysis and hierarchical multiple linear regression analysis were employed to examine the data. According to the study's findings, there is a significant link between ambidextrous leadership and SMEs' operational success in Ghana. The study's findings also demonstrated that ambidextrous leadership has a substantial favorable association with SMEs in Ghana's social capital. The study found a statistically significant association between social capital and operational performance of SMEs in Ghana. Meanwhile, the study's findings demonstrated that there is no substantial association between ambidextrous leadership and SMEs' operational performance in Ghana when mediated by social capital. Managers of SMEs in Ghana should pay more attention than normal to their ambidextrous leadership.

Ambidextrous, Capital, Credittor, Leadership

Hilda Hammond, Amos Ninson, Dorcas Otengkoramah Badoo. (2023). Effect of Ambidextrous Leadership on Operational Performance: Mediating Role of Social Capital. Journal of Human Resource Management, 11(3), 91-96.

Copyright © 2023 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License ( which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

1. Berrell, M., & Martin, T. (2018). Factors in Organisational Failure. Singapore: WADEmatheson Pte Ltd.
2. Lunenburg, F. (2011). Leadership versus Management: A Key Distinction - At Least in Theory. nternational Journal of Management, Business and Administration, 14 (1), 1-4.
3. (2012, February 10). Sub-prime losses top $379 billion on balance-sheet marks. Retrieved from Bloomberg L. P: http//
4. Charitou, A., Neophytou, E., & Charalambous, C. (2004). Predicting corporate failure: empirical evidence for the UK. European Accounting Review, 13 (3), 465-497.
5. Beaver, W., McNichols, M., & Jung-Wu, R. (2005). Have financial statements become less informative? Review of Accounting Studies, 93-122.
6. McCallum, S., & O’Connell, D. (2009). Social capital and leadership development Building stronger leadership through enhanced relational skills. Leadership & Organisation Development Journal, 30 (2), 152-166.
7. Ireland, R., & Hitt, M. (2005). Achieving and maintaining strategic competitiveness in the 21st century: the role of strategic leadership”,. Academy of Management Executive, 9, 63-77.
8. Ordóñez de Pablos, P. (2011). Measuring and reporting on relational and social capital: empirical evidences. The Fourth European Conference on Organisational Knowledge, Learning, and Capabilities, (pp. 1-15). Barcelona.
9. Matuleviciene, M., & Stravinskiene, J. (2015). The Importance of Stakeholders for Corporate Reputation. Inzinerine Ekonomika-Engineering Economics, 26 (1), 75-89.
10. Rahman, N., Othman, M., Yajida, M., Rahman, S., Yaakob, A., Masri, R.,... Ibrahim, Z. (2018). Impact of strategic leadership on organisational performance, strategic orientation and operational strategy. Management Science Letters, 8, 1387–1398.
11. Post, J. E., Preston, L. E., & Sauter-Sachs, S. (2002). Redefining the corporation: Stakeholder management and organisational wealth. Stanford: Stanford University Press.
12. Mgeni, T. O. (2015). Impact of Entrepreneurial Leadership Style on Business Performance of SMEs in Tanzania. Entrepreneurship and Organisational Management, 2 (1), 1-9.
13. Okyere, F. (2017). The Impact of Leadership Styles of Small Business Owners/Managers on Firm Performance. The International Journal of Business & Management, 5 (8), 191-199.
14. Abor, J., & Quartey, P. (2010). Issues in SME Development in Ghana and South Africa. International Research Journal of Finance and Economics, 39 (2010), 218-227.
15. Jean-Eric, A. (2004). Promoting Innovation in Developing Countries- A Conceptual Framework. Washington: World Bank Institute.
16. Gumel, B. (2015). Critical challenges facing small business enterprises in Nigeria: A literature review. International Journal of Scientific and Engineering Research, 8 (8), 796-808.
17. Dana, L. P., & Ratten, V. (2017). International enterprenuership in resource-rich landlocked African countries. Journal of International Enterprenuership, 1-20.
18. Agyei, S. (2018). Culture, financial literacy and SME performance in Ghana. Cogent Economics & Finance, 6 (1). doi: 10.1080/23322039.2018.1463813.
19. Junwei, Z., Guangdong, W., Hongtao, X., & Hui, X. (2017). Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture. Journal of Sustainability, 9 (2336), 1-24.
20. Agyapong, F., Agyapong, A., & Poku, K. (2017). Nexus between social capital and performance of micro and small firms in an emerging economy: The mediating role of innovation. Cogent Business & Management, 4 (1), 1-20. doi: 10.1080/23311975.2017.1309784.
21. Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the heterogeneity of the leadership innovation relationship: ambidextrous leadership. Leadership Quarterly, 956-974.
22. Zacher, H., & Rosing, K. (2015). Ambidextrous leadership and team innovation. Leadership & Organisation Development Journal, 36 (1), 54-68.