The Impact of Ambidextrous Leadership on Organizational Performance: A Meta-Analysis

Abstract In today's dynamic business environment, the inclination towards an effective leadership strategy, particularly in light of experiences with economic crises, is an inescapable fact. Over the past two decades, Ambidextrous Leadership has gained significant attention and has secured a respected place within organizations. Although this leadership style has proponents and opponents, this study aimed to arrive at a reliable conclusion through a meta-analysis. Initially, a systematic review, a prerequisite for any meta-analysis, was conducted by searching 10 scientific databases for empirical research on the relationship between Ambidextrous Leadership and performance. This review encompassed 5672 articles, of which 203 were coded as relevant to the research relationships, and 19 were ultimately identified as eligible for meta-analysis. In the subsequent stage, data were extracted from each article individually, and the effect sizes obtained from the systematic review of reports were subjected to meta-analysis to determine the overall effect size. The meta-analysis results confirmed the research hypotheses, indicating a significant positive correlation between Ambidextrous Leadership and organizational performance. Additionally, longitudinal studies were analyzed to assess the long-term impact of Ambidextrous Leadership on organizations. Furthermore, systematic and precise coding addressed the research questions regarding investigating Ambidextrous Leadership at different organizational levels and performance combinations.