Abstract
This research has validated some of the already scientifically documented variables of
transformational and ambidextrous leadership. It has shown for the first time the
relationship between new variables and ambidextrous leadership, which is the
immediate solution for organisations in the age of innovation. It has created new,
original variables for transformational and ambidextrous behaviour that offer scope for
future research. By adding the new and existing variables for each form of leadership,
a new leadership behaviour questionnaire has been created capturing the behaviour of
the leader. Each of the leadership behaviour questionnaires can be the answer to the
profile of an effective management team in the age of innovation.
More specifically, the experience, expertise and leadership qualities of the members of
the management team largely determine the course and development of any
organisation. The management team's ability to make sound strategic decisions and lead
members with vision and motivation is essential for creating new products, expanding
business and generating profits in new environments. In addition, the management
team's ability to build strong relationships with investors, partners and customers is also
a key success factor, and the interpersonal skills of the leader are considered essential.
This study investigated the validity and reliability of a new transformational and
ambidextrous Leadership model. Exploratory Factor Analysis (EFA) and Structural
Equation Modeling (SEM) were employed to analyze a 30-item Transformational
Leadership instrument from a sample of 259 diverse leaders. The majority were female
(55%) and aged between 30-39. Both hypothesized models of transformational
leadership demonstrated excellent fit indices. Agreeableness and Intellect/Openness
positively influenced transformational leadership, while three new constructs emerged:
personality harmony, conscientiousness, and reflectiveness.
In ambidextrous study, 265 participants, primarily young professionals with a high
proportion of women (57.7%), completed a 10-factor Ambidextrous Leadership
questionnaire. Cronbach's alpha indicated high reliability for most constructs. However,
the "Futurist" construct required revision due to a low reliability score. A new construct
emerged: Leadership Innovativeness. Specially, confirmatory factor analysis revealed four factors explaining a significant portion of the variance. All factors showed good
reliability with items specific to each factor demonstrating the strongest scores.