Journal
LEADERSHIP QUARTERLY
Volume 20, Issue 1, Pages 19-33Publisher
ELSEVIER SCIENCE INC
DOI: 10.1016/j.leaqua.2008.11.002
Keywords
Transformational leadership; Exploration and exploitation; Ambidexterity; Learning culture; Mergers and acquisitions; Team learning
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This study explores the role of transformational leadership and the values incorporated in a learning culture in promoting ambidexterity (the ability to explore new capabilities while exploiting existing ones) in teams involved in acquisition integrations. Data from a field study of an acquisition integration (N=71 work teams) support hypotheses arguing that transformational leadership behaviors and the development of a learning culture, characterized by psychological safety,openness to diverse opinions, and participation in decision making, promote ambidexterity at the team level. We also found support for the association between transformational leadership and learning cultures. (C) 2008 Elsevier Inc. All rights reserved.
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