Organizational Consequences Model of Ambidextrous Leadership in Educational Managers of Tehran: A Qualitative Study Based on Semi-Structured Interviews
Keywords:
Ambidextrous leadership, rganizational consequences of ambidextrous leadership, ambidextrous leadership of educational managersAbstract
The purpose of this study was to identify the indicators, components, and dimensions influencing the organizational consequences of ambidextrous leadership among educational managers in Tehran, aiming to develop a localized framework for dual innovation in higher education institutions. This study was a fundamental qualitative research using a grounded theory approach and thematic analysis. The statistical population consisted of academic and organizational experts in higher education who were selected through purposive and snowball sampling. A total of 15 participants were interviewed until theoretical saturation was achieved. Data were analyzed through Glaser’s three-step coding process (open, axial, and selective coding). The reliability of coding was confirmed through inter-coder agreement (0.85) and test-retest methods, while validity was ensured through expert review and member checking. The analysis revealed six main dimensions of ambidextrous leadership in higher education: (1) concept of ambidexterity (exploration and exploitation), (2) characteristics of ambidextrous leaders (flexibility, team building, conflict resolution, time management), (3) position of ambidexterity (multi-dimensional workforce management, resource allocation, group relationship regulation), (4) managerial actions (participatory, supportive, and strategic actions), (5) affected domains (individual, organizational, and environmental), and (6) consequences of ambidexterity in higher education (improved performance management, organizational culture development, organizational flexibility, and enhanced industry relations). In total, 19 organizing themes and 75 basic themes were extracted. The results indicate that ambidextrous leadership enhances innovation, performance, and adaptability in educational institutions by balancing exploration and exploitation processes. It strengthens learning-oriented culture and fosters collaboration between academia and industry. The proposed model provides practical insights for developing ambidextrous leadership competencies among educational managers to achieve sustainable organizational growth.
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Copyright (c) 2025 Faezeh Hedayatirad (Author); Soghra Afkaneh; Mohammad Naghi Imani (Author)
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