Impact of the Leadership Styles on Organizational Agility: The Moderating Role of Organizational Ambidexterity in Telecom Industry

Abstract

Leadership behaviors are important factors that define the dynamics of an organization particularly in the rapidly growing fields such as the telecoms sector in Pakistan. This research focuses on how leadership theories influence agility in an organization with an emphasis on digital leadership, authentic leadership, and adaptive leadership. This is the ability to be innovative and make changes swiftly within an organization in volatile environments hence termed as organizational agility. Moreover, in this research, the moderating role of organizational ambidexterity in these interactions is also examined. In the context of telecom industry, it is suggested that, organizational ambidexterity, which is the undertaking of exploitation as well as exploration strategies impacts how different leadership paradigms are enacted and manifested in organizational flexibility. Based on the literature on technological innovation, digital leadership, and authentic leadership along with the concept of adaptive leadership, the study examines how the approach enhances the ability to be responsive to opportunities and threats that are peculiar to a given industry. The Leader-Member Exchange (LMX) hypothesis focuses on the relationship aspect in the encouragement of cooperation, trust, and response. It provides a guideline on how to assess the quality of the relationship between the leaders and the followers. They also emphasise the importance of relational dynamics in creating organisational agility by including LMX findings. It also offers good advice for the strategic management and leadership in volatile market conditions. In an attempt to get a comprehensive understanding of the intricate relationships that exist between the three variables namely organizational agility, organizational ambidexterity and leadership styles, the research plan entails a cross-sectional study design, quantitative survey with a sample of 384 participants. It is expected that the findings shall contribute towards the theoretical framework regarding the nature of leadership and shall offer practical recommendations to enhance the performance and strategic positioning of telecom companies in Pakistan. The findings of the study thus offer managerial implications for the strategic directions and leadership programmes to address the legislative changes, opportunities created through new technologies, and sustaining competitive advantage in Pakistan telecommunication industry.