Resumo

The proposal of this paper arises, which consists of investigating the existence of statistically relevant relationships between the constructs Leadership and Organizational Ambidextry, based on empirical research carried out with professionals from associations in the Brazilian financial sector. In other words, it aims to provide elements that analyze to what extent the demand for greater organizational ambidexterity is associated with leadership characteristic in responding to demands both by scale and scope.

The paper seeks to demonstrate that an ambidextrous organizational culture, which comfortably explores the paradox between the search for efficiency and the flexibility necessary for revolutionary innovation (O'Reilly III & Tushman, 2013), is directly influenced by the current leadership and its management characteristics.

From an extensive literature review on the target constructs of the paper, it is adopted to operationalize the empirical data survey, ambidextrous leadership characteristics - administrative and generative (Hasy & Ulh-Bien, 2015) - and organizational ambidextrous indicators, from approach developed by Eboli (1996) with financial institutions.

The research that supports the data presented in this paper can be characterized as a quantitative approach, developed through the survey technique, involving 124 professionals from institutions in the Brazilian financial sector. For data collection, a questionnaire consisting of measures measured using Likert scales, seven points, was applied, made available through an electronic platform. The respondents were identified from the researchers' contacts plus initial participant consultations, according to procedures inspired by the "snowball" technique.

Based on the data collected, it is possible to conclude that there is empirical evidence that organizations that have the characteristics of both types of administrative and generative leadership influence positively for the creation of an ambidextrous organizational culture, supporting our first hypothesis.

The results reveal that both leadership characteristics present influence on ambidextrous organizational configurations, but generative characteristics stand out in terms of influence power. This, both when analyzed separately, and in conjunction with management leadership characteristics. With regard to organizational ambidexterity - balance between exploration and exploitation - the data denote a strong tone in short-term strategy, centered on rules, procedures and standards already defined.

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