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Title Ambidextrous leadership, paradox and contingency: Evidence from Angola
Full text http://hdl.handle.net/10400.14/22502; http://dx.doi.org/10.1080/09585192.2016.1201125
Date 2016
Author(s) Cunha, Miguel Pina e; Fortes, Armanda; Gomes, Emanuel; Rego, Arménio; Rodriges, Filipa
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. - info:eu-repo/semantics/publishedVersion
Subject(s) Ambidexterity; Ambidextrous paradox work; HRM in Angola; Leadership
Language eng
Publisher Taylor & Francis
Relation http://www.tandfonline.com/doi/ref/10.1080/09585192.2016.1201125?scroll=top
Type of publication article
Rights openAccess; http://creativecommons.org/licenses/by-nc-nd/4.0/
Identifier CUNHA, Miguel Pina e; FORTES, Armanda; GOMES, Emanuel; REGO, Arménio; RODRIGES, Filipa - Ambidextrous leadership, paradox and contingency: Evidence from Angola. International Journal of Human Resource Management. ISSN 1466-4399. 6 July (2016), 26 p.
Repository Lissabon - Universidade Católica Portuguesa
Added to C-A: 2017-07-18;12:56:08