Servant Leadership as a Catalyst for Middle Managers’ Learning Ambidexterity: A Resource‐Based Perspective
基于资源保存理论，研究了服务型领导如何通过结构赋权和角色宽度自我效能感的中介作用，促进中层管理者的探索性和利用性学习双元性，并发现领导边界跨越行为能增强这一效应。
Abstract Although recent years have seen a proliferation of research on organizational ambidexterity, important questions remain about the role that leaders play in leveraging learning ambidexterity for organizational benefits. Drawing on the conservation of resources theory, we investigate the indirect links between servant leadership and middle managers’ learning ambidexterity, with structural empowerment and role breadth self‐efficacy (RBSE) as serial mediators. We also examine the importance of leader boundary‐spanning behaviour as a moderating factor for these relationships. Using time‐lagged and multi‐source data from 344 middle managers and their supervisors, we show that servant leadership has a positive indirect influence on two forms of learning ambidexterity: exploitative and explorative learning. In particular, servant leadership promotes structural empowerment (as a contextual resource), which in turn influences RBSE (as a personal resource) and encourages learning ambidexterity. In addition, we show that when leaders engage in boundary‐spanning behaviour, these indirect relationships become more prominent. This research offers new theoretical and practical insights to assist organizations in improving learning ambidexterity and achieving higher levels of performance.