Ambidextrous Leadership Scale: translation and adaptation for the brazilian context
Abstract
Despite the growing relevance of ambidextrous leadership in balancing innovation and control in organizations, no validated instruments were available in Brazil to measure this construct. This study aimed to translate and validate the Ambidextrous Leadership Scale (Rosing et al., 2011) for the Brazilian context. The scale assesses open (exploration and creativity) and closed (exploitation and efficiency) leadership behaviors. Two studies were conducted with employees from a public organization. Study 1 showed a bifactorial structure aligned with the theoretical model, high data adequacy (KMO = 0.95), and strong internal consistency (α > 0.90). Study 2 confirmed the structure with satisfactory fit indices (CFI = 0.95; RMSEA = 0.088). Results support the measure’s validity and reliability. The adapted scale can be used to assess leadership styles, supporting managerial development and contributing to research on leadership and innovation in emerging contexts.
Keywords: ambidextrous leadership, organizational innovation, organizational efficiency, leadership behavior, scale validation.
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