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

Hilda Hammond; Amos Ninson; Dorcas Otengkoramah Badoo

doi:doi:10.11648/j.jhrm.20231103.11

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

Hilda Hammond, Amos Ninson, Dorcas Otengkoramah Badoo

Published in Journal of Human Resource Management (Volume 11, Issue 3)

Received: 22 May 2023 Accepted: 5 July 2023 Published: 17 July 2023

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Abstract

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.

Published in	Journal of Human Resource Management (Volume 11, Issue 3)
DOI	10.11648/j.jhrm.20231103.11
Page(s)	91-96
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Ambidextrous, Capital, Credittor, Leadership

References

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APA Style

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. https://doi.org/10.11648/j.jhrm.20231103.11

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ACS Style

Hilda Hammond; Amos Ninson; Dorcas Otengkoramah Badoo. Effect of Ambidextrous Leadership on Operational Performance: Mediating Role of Social Capital. J. Hum. Resour. Manag. 2023, 11(3), 91-96. doi: 10.11648/j.jhrm.20231103.11

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AMA Style

Hilda Hammond, Amos Ninson, Dorcas Otengkoramah Badoo. Effect of Ambidextrous Leadership on Operational Performance: Mediating Role of Social Capital. J Hum Resour Manag. 2023;11(3):91-96. doi: 10.11648/j.jhrm.20231103.11

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@article{10.11648/j.jhrm.20231103.11,
  author = {Hilda Hammond and Amos Ninson and Dorcas Otengkoramah Badoo},
  title = {Effect of Ambidextrous Leadership on Operational Performance: Mediating Role of Social Capital},
  journal = {Journal of Human Resource Management},
  volume = {11},
  number = {3},
  pages = {91-96},
  doi = {10.11648/j.jhrm.20231103.11},
  url = {https://doi.org/10.11648/j.jhrm.20231103.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20231103.11},
  abstract = {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.},
 year = {2023}
}

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TY  - JOUR
T1  - Effect of Ambidextrous Leadership on Operational Performance: Mediating Role of Social Capital
AU  - Hilda Hammond
AU  - Amos Ninson
AU  - Dorcas Otengkoramah Badoo
Y1  - 2023/07/17
PY  - 2023
N1  - https://doi.org/10.11648/j.jhrm.20231103.11
DO  - 10.11648/j.jhrm.20231103.11
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 91
EP  - 96
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20231103.11
AB  - 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.
VL  - 11
IS  - 3
ER  -

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Author Information

Hilda Hammond

Built Environment Directorate, Accra Technical University, Accra, Ghana
Amos Ninson

Finance Directorate, Accra Technical University, Accra, Ghana
Dorcas Otengkoramah Badoo

Finance Directorate, Accra Technical University, Accra, Ghana

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APA Style

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. https://doi.org/10.11648/j.jhrm.20231103.11

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ACS Style

Hilda Hammond; Amos Ninson; Dorcas Otengkoramah Badoo. Effect of Ambidextrous Leadership on Operational Performance: Mediating Role of Social Capital. J. Hum. Resour. Manag. 2023, 11(3), 91-96. doi: 10.11648/j.jhrm.20231103.11

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AMA Style

Hilda Hammond, Amos Ninson, Dorcas Otengkoramah Badoo. Effect of Ambidextrous Leadership on Operational Performance: Mediating Role of Social Capital. J Hum Resour Manag. 2023;11(3):91-96. doi: 10.11648/j.jhrm.20231103.11

Copy | Download

@article{10.11648/j.jhrm.20231103.11,
  author = {Hilda Hammond and Amos Ninson and Dorcas Otengkoramah Badoo},
  title = {Effect of Ambidextrous Leadership on Operational Performance: Mediating Role of Social Capital},
  journal = {Journal of Human Resource Management},
  volume = {11},
  number = {3},
  pages = {91-96},
  doi = {10.11648/j.jhrm.20231103.11},
  url = {https://doi.org/10.11648/j.jhrm.20231103.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20231103.11},
  abstract = {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.},
 year = {2023}
}

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TY  - JOUR
T1  - Effect of Ambidextrous Leadership on Operational Performance: Mediating Role of Social Capital
AU  - Hilda Hammond
AU  - Amos Ninson
AU  - Dorcas Otengkoramah Badoo
Y1  - 2023/07/17
PY  - 2023
N1  - https://doi.org/10.11648/j.jhrm.20231103.11
DO  - 10.11648/j.jhrm.20231103.11
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 91
EP  - 96
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20231103.11
AB  - 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.
VL  - 11
IS  - 3
ER  -

Copy | Download