The double-edged sword of ambidextrous leadership for leaders themselves: A conservation of resources perspective

IF 1.5 Q3 MANAGEMENT

Human systems management Pub Date : 2024-06-07 DOI:10.3233/hsm-230197

Miaomiao Wang, Wenan Hu, Shuangshuang Chen

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Abstract

BACKGROUND: Many recent studies have proposed that leadership behaviors are attached to social exchange processes that influence not only their followers but also leaders themselves. Existing research has not adequately addressed how ambidextrous leadership affects the leaders themselves. OBJECTIVE: This study aims to investigate the extent to which ambidextrous leadership has benefits and costs for leaders’ work engagement. Additionally, it attempts to explore the moderating role of leaders’ emotional intelligence in the conceptual model. METHODS: Data were collected from a two-phase online survey of 153 managers in China. We tested our conceptual model using path analysis and bootstrapping methods based on Mplus. RESULTS: Results show that ambidextrous leadership is positively associated with leaders’ positive affect. Moreover, ambidextrous leadership has a positive indirect effect on leaders’ work engagement through positive affect. However, ambidextrous leadership also has devastating effects on leaders’ work engagement through ego depletion for leaders with low levels of emotional intelligence. CONCLUSIONS: Drawing on COR theory, we demonstrate that ambidextrous leadership can act as a double-edged sword for leaders. Specifically, ambidextrous leadership may cause different behavioral responses (promoting vs. inhibiting work engagement) via two distinct pathways (positive affect vs. ego depletion). Meanwhile, the extent to which this dark side appears depends on the characteristics of the manager. By integrating both the negative and positive sides of ambidextrous leadership, we hope the present paper sparks future research on the impact of leaders on themselves.

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领导者自身的双刃剑：节约资源的视角

背景：最近的许多研究提出，领导行为与社会交换过程息息相关，不仅影响追随者，也影响领导者自身。现有的研究尚未充分探讨双向领导力如何影响领导者自身。目的：本研究旨在探讨双向领导力在多大程度上会对领导者的工作投入产生益处和代价。此外，本研究还试图探讨领导者的情商在概念模型中的调节作用。方法：我们分两个阶段对中国的 153 名管理人员进行了在线调查，并收集了相关数据。我们使用基于 Mplus 的路径分析和引导法测试了我们的概念模型。结果：结果显示，双向领导力与领导者的积极情感正相关。此外，双向领导力还通过积极情感对领导者的工作投入度产生了积极的间接影响。然而，对于情商水平较低的领导者来说，模糊领导力也会通过自我消耗对领导者的工作投入度产生破坏性影响。结论：借鉴 COR 理论，我们证明了左右逢源型领导力对领导者来说是一把双刃剑。具体来说，双面领导可能会通过两种不同的途径（积极情绪与自我消耗）引起不同的行为反应（促进工作投入与抑制工作投入）。同时，这种阴暗面出现的程度取决于管理者的特点。我们希望本论文能通过综合考虑 "双面领导力 "的消极和积极两面，引发未来关于领导者对自身影响的研究。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human systems management MANAGEMENT-

CiteScore

3.50

自引率

30.40%

发文量

期刊介绍： Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.

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