Ambidextrous leadership, paradox and contingency

evidence from Angola

Miguel Pina Cunha, Armanda Fortes, Emanuel Gomes, Arménio Rego, Filipa Rodrigues

Research output: Contribution to journalArticle

7 Citations (Scopus)
29 Downloads (Pure)

Abstract

The study departs from two assumptions. First, it considers that organizations, their leaders and the HRM function are inherently paradoxical and that, in that sense, dealing with paradox is a necessary component of the leadership process which requires ambidexterity capabilities. Second, it explores whether the paradoxes of leadership may manifest differently in different contexts. We explore the emergence of paradox in the leadership of Angolan organizations. Angola is an economy transitioning from a centrally planned to a market mode, and this makes it a rich site for understanding the specificities of ambidextrous paradoxical processes in an under-researched, ‘rest of the world’, context. The findings of our inductive study led to the emergence of four interrelated paradoxes and highlight the importance of ambidextrous paradoxical work as a HRM contingency.

Original languageEnglish
Pages (from-to)702-727
Number of pages26
JournalInternational Journal Of Human Resource Management
Volume30
Issue number4
DOIs
Publication statusPublished - 21 Feb 2019

Fingerprint

Angola
Paradox
Contingency
Ambidexterity
Specificity

Keywords

  • Ambidexterity
  • ambidextrous paradox work
  • HRM in Angola
  • leadership

Cite this

@article{7b7744c20d24481198b7b827d93f7fb9,
title = "Ambidextrous leadership, paradox and contingency: evidence from Angola",
abstract = "The study departs from two assumptions. First, it considers that organizations, their leaders and the HRM function are inherently paradoxical and that, in that sense, dealing with paradox is a necessary component of the leadership process which requires ambidexterity capabilities. Second, it explores whether the paradoxes of leadership may manifest differently in different contexts. We explore the emergence of paradox in the leadership of Angolan organizations. Angola is an economy transitioning from a centrally planned to a market mode, and this makes it a rich site for understanding the specificities of ambidextrous paradoxical processes in an under-researched, ‘rest of the world’, context. The findings of our inductive study led to the emergence of four interrelated paradoxes and highlight the importance of ambidextrous paradoxical work as a HRM contingency.",
keywords = "Ambidexterity, ambidextrous paradox work, HRM in Angola, leadership",
author = "Cunha, {Miguel Pina} and Armanda Fortes and Emanuel Gomes and Arm{\'e}nio Rego and Filipa Rodrigues",
year = "2019",
month = "2",
day = "21",
doi = "10.1080/09585192.2016.1201125",
language = "English",
volume = "30",
pages = "702--727",
journal = "International Journal Of Human Resource Management",
issn = "0958-5192",
publisher = "Taylor & Francis",
number = "4",

}

Ambidextrous leadership, paradox and contingency : evidence from Angola. / Cunha, Miguel Pina; Fortes, Armanda; Gomes, Emanuel; Rego, Arménio; Rodrigues, Filipa.

In: International Journal Of Human Resource Management, Vol. 30, No. 4, 21.02.2019, p. 702-727.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Ambidextrous leadership, paradox and contingency

T2 - evidence from Angola

AU - Cunha, Miguel Pina

AU - Fortes, Armanda

AU - Gomes, Emanuel

AU - Rego, Arménio

AU - Rodrigues, Filipa

PY - 2019/2/21

Y1 - 2019/2/21

N2 - The study departs from two assumptions. First, it considers that organizations, their leaders and the HRM function are inherently paradoxical and that, in that sense, dealing with paradox is a necessary component of the leadership process which requires ambidexterity capabilities. Second, it explores whether the paradoxes of leadership may manifest differently in different contexts. We explore the emergence of paradox in the leadership of Angolan organizations. Angola is an economy transitioning from a centrally planned to a market mode, and this makes it a rich site for understanding the specificities of ambidextrous paradoxical processes in an under-researched, ‘rest of the world’, context. The findings of our inductive study led to the emergence of four interrelated paradoxes and highlight the importance of ambidextrous paradoxical work as a HRM contingency.

AB - The study departs from two assumptions. First, it considers that organizations, their leaders and the HRM function are inherently paradoxical and that, in that sense, dealing with paradox is a necessary component of the leadership process which requires ambidexterity capabilities. Second, it explores whether the paradoxes of leadership may manifest differently in different contexts. We explore the emergence of paradox in the leadership of Angolan organizations. Angola is an economy transitioning from a centrally planned to a market mode, and this makes it a rich site for understanding the specificities of ambidextrous paradoxical processes in an under-researched, ‘rest of the world’, context. The findings of our inductive study led to the emergence of four interrelated paradoxes and highlight the importance of ambidextrous paradoxical work as a HRM contingency.

KW - Ambidexterity

KW - ambidextrous paradox work

KW - HRM in Angola

KW - leadership

UR - http://www.scopus.com/inward/record.url?scp=84978969359&partnerID=8YFLogxK

U2 - 10.1080/09585192.2016.1201125

DO - 10.1080/09585192.2016.1201125

M3 - Article

VL - 30

SP - 702

EP - 727

JO - International Journal Of Human Resource Management

JF - International Journal Of Human Resource Management

SN - 0958-5192

IS - 4

ER -