How leaders influence organizational performance: The mediation role of contextual ambidexterity and organizational identity

Abstract

In this paper, we analyze how organizational identity and contextual ambidexterity function as mediators in the relationship between transformational leadership and organizational performance. According to the findings of this correlational study utilizing a sample of 201 individuals from public, private, and non-profit organizations, contextual ambidexterity and organizational identity are variables that are positively correlated with organizational performance. These results emphasize the significance of these mediating variables in enhancing an organization's overall performance, shedding light on the critical interplay between transformational leadership, organizational identity, contextual ambidexterity, and organizational performance.