Keywords: Strategic Leadership, Organisational Ambidexterity, King Abdullah II Design, Development Bureau (KADDB)


This study aimed at identifying the impact of strategic leadership dimensions, such as defining strategic direction, investing strategic capabilities, and implementing balanced organisational supervision, on the organisational ambidexterity dimension at the King Abdullah II Design and Development Bureau (KADDB).

The sample consisted of the directors at top and middle management at KADDB, totalling 92 directors. Further, a questionnaire was used as a tool for data collection through Google Forms for the convenience of data collection and edition. 86 valid questionnaires were retrieved before the analytical descriptive approach was used, and, following this, data analysation and hypotheses tests were carried out according to the descriptive statistic measures and statistical analysis program Smart PLS v. 3.

The results indicated high relative importance of the strategic leadership and organisational ambidexterity at KADDB, and, notably, a statistically significant impact of strategic leadership was approved on organisational ambidexterity at KADDB at the significant level (P ≤ 0.05). This significant impact was approved for all the dimensions of strategic leadership except for the dimension ‘promoting human capital’.

In light of the findings, the researchers recommended that KADDB should: improve organisational ambidexterity and its activities (exploration and exploitation) by organising special steering committees for this purpose within the business development department at KADDB; pay more attention to environmental scanning; balance the patterns of results-based monitoring and control; empower employees; and, finally, improve the current recruitment, promotion, and reward systems.


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How to Cite
Alzawahrah, H., & Alkhaffaf, M. (2021). THE IMPACT OF STRATEGIC LEADERSHIP ON ORGANISATIONAL AMBIDEXTERITY AT THE KING ABDULLAH II DESIGN AND DEVELOPMENT BUREAU (KADDB). International Journal of Engineering Science Technologies, 5(3), 20-38.