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

Résumé

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.

Citer ce document

Accès au document

Texte intégral en lecture en ligne, réservé aux abonnés SPHAERO et aux membres de l'institution. Se connecter

Auteur(s)

Statistiques

Consultations : 1

Téléchargements : 0