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Öğe Psychological capital and contextual ambidexterity: the role of transformational leadership as a moderator(İstanbul Bilgi Üniversitesi, 2019) Tulum, Elif Semra; Kantur, DenizABSTRACT: To sustain organizational performance, achieving exploitation in the current operations with the use of already-existing resources and seeking new opportunities and craving for radical changes in a balanced manner is a prominent managerial challenge in today’s competitive business world. Under these circumstances, it is mainly leaders’ role to foster employees’ psychological capital in gaining the autonomy to allocate their time between activities serving to either incremental or revolutionary change. In this sense, considering that contextual ambidexterity is underresearched among other types of organizational ambidexterity, this study contributes to the literature by focusing on psychological capital (PsyCap), of which four dimensions are self-efficacy, hope, resilience and optimism, as one of the antecedents of contextual ambidexterity with the moderation effect of transformational leadership. Using a sample of 181 white-collar employees, upon analyzing the relationships between PsyCap, self-efficacy, hope, resilience and optimism as separate independent variables and contextual ambidexterity as the dependent variable, all of them had positive correlations with one another and regression analyses supported the hypotheses, in the scope of this study, the moderation effect of transformational leadership on these relationships was examined. Hypotheses suggesting that the effect of transformational leadership as a moderator on the relationship between PsyCap, self-efficacy, hope, resilience and hope as independent variables and contextual ambidexterity as the dependent variable in different models in a way that effect of increase in transformational leadership would be positive were not supported.