The Effect of Emergent Leadership on Organizational Ambidexterity and Employee Engagement

This study aims to evaluate the effect of emergent leadership on employee engagement, which refers to the comprehensive commitment state of organizational members, and organizational ambidexterity. Hence, employee engagement, organizational ambidexterity, and emergent leadership are surveyed among 368 workers at manufacturing companies, and 339 responses are used. Statistical analyses, including structural equation modeling, are performed on a mediation model. The result shows that employee engagement contributes positively to organizational ambidexterity and that the partial mediating effect of emergent leadership is supported by this relationship. The results suggest that a method can be devised to increase organizational ambidexterity for various solutions in a highly uncertain business environment. Additionally, empirical implications are suggested.