Abstract

The Strategic Performance of the Iraqi Ministry of Foreign Affairs Through Ambidextrous Leadership

Dr. Mohamed Elmohamidy Almadi, Zaid Abbass Shanshool

Volume: 11 Issue: 2 2021

Abstract:

This research aims to verify the relationship of the impact of Ambidextrous leadership behaviors on the strategic performance of the research community (Iraqi Ministry of foreign affairs leaders) and a sample of subordinates (employees) in the Ministry of foreign affairs, as well as the level of application and dimensions of both Ambidextrous leadership behaviors and strategic performance. The problem of the research was identified in several questions that revolved on the nature of the relationship and impact of both ambidextrous leadership behaviors with strategic performance individually and collectively through the main question :( Do ambidextrous leadership behaviors affect strategic performance? For this, the researcher developed the hypothesis chart, as well as the research hypotheses, all of which were subjected to tests to confirm their validity. The researcher used resolution as the primary means of data collection and employed the descriptive analytical-exploratory approach as a research approach, to survey the opinions of the research community (leaders). The sample of subordinates (staff) and the data were analysed using the two statistical packages (SPSS V.24 & AMOS V.24) the set of statistical methods (weighted arithmetic mean, standard deviation, simple and multiple selection coefficient, relative repeatability, sample adequacy test, confirmatory factor analysis, relative importance) were employed to extract the results. The research reached a range of conclusions, the most prominent of which were: a direct impact of adept leadership behaviors in strategic performance, a direct impact of open leadership behaviors in content, and a direct impact of closed leadership behaviors in ministry operations. Add to that the State Department's tendency to employ closed-door leadership behaviors in strategic performance.

DOI: http://doi.org/10.37648/ijrssh.v11i02.004

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