Leon Barton
Last Name
Barton
First name
Leon
Email
leon.barton@unisg.ch
Phone
+41 71 224 32 13
12 results
Now showing 1 - 10 of 12
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Item type:Publication, Trends in der Leadership-Entwicklung: Emotional, kulturell, verankert, messbar.(2025); Type:journal articleJournal:PersonalführungVolume:3 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Dual Pathways from Organizational Context to Ambidextrous Performance: The Role of CEO InspirationThis study empirically investigates the strategic and behavioral pathways through which organizational context is associated with firm performance. Leveraging the dynamic capabilities perspective on organizational ambidexterity, we propose that ambidextrous strategic orientation (ASO) and productive organizational energy (POE) mediate the relationship between organizational context and firm performance in parallel. Additionally, we introduce CEOs’ ambimotional inspiration as a critical moderator in these pathways. Using a multisource dataset comprising 148 organizations and 13,834 employees, our findings confirm that ASO and POE mediate the relationship between organizational context and performance. Intriguingly, CEOs’ ambimotional inspiration strengthens the strategic but does not influence the behavioral pathway. These results contribute to the literature on ambidexterity by demonstrating the interactive effects of organizational context and leadership on the emergence and effectiveness of ambidexterity.Type:journal articleJournal:Academy of Management ProceedingsVolume:2025Issue:1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Moderne Arbeit ohne Zwei-Klassen-Kultur: Evidenzbasierte Strategien für Unternehmen.(2025); ; Type:journal articleJournal:PersonalmagazinVolume:7 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Telework and Firm Performance: Individual Access versus Organizational Dispersion(2024); ; ; We developed a dual-pathway, multi-level conceptual model that depicts the relationship between telework and firm performance. On the one hand, individual telework access is associated with greater levels of firm performance because it prompts social exchange processes between the employee and employer, resulting in lower employee turnover intentions. On the other hand, organizational telework dispersion is associated with lower firm performance because it prompts social identity processes; high dispersion in access to telework creates a psychological gap within an organization that is associated with lower levels of collective positive affective tone. Higher levels of collective organizational identification offset the negative effect of organizational telework dispersion on collective positive affective tone. This multi-level model is tested and supported by a multisource dataset containing 18,111 employees from 119 companies. Note: The first two authors contributed equally to this manuscript (authorship order is random).Type:journal articleJournal:Academy of Management Annual Meeting Proceedings - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Inspirierend-multimodale Führung: Leadership zwischen Leistungsdruck, Präzision und ExplorationType:journal articleJournal:Zeitschrift für Führung und Organisation - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Inspiring-Multimodal Leadership: Leading Through the Paradox of Ambidexterity(2024); To address the challenges of today's competitive business environment, employees and leaders must balance the paradox of exploration and exploitation to achieve ambidexterity. One often discussed but also criticized leadership style aiming to foster ambidexterity is ambidextrous leadership. This study introduces "Inspiring-Multimodal Leadership" (IML), which reconceptualizes ambidextrous leadership from a paradox perspective, applying the dynamic equilibrium of paradoxes. IML combines dynamic opening and closing leadership behaviors in exploration and exploitation modes with consistent inspirational behaviors. Over two studies with more than 19,000 employees from 160 German SMEs, we developed and validated an IML measure and investigated its organizational impact. The first study confirmed IML's unique structure and psychometric strength at the individual level. The second study conceptualized IML as a leadership climate at the organizational level, finding it significantly predicts firm performance, employee ambidexterity, organizational energy, and identification, surpassing traditional leadership models. Furthermore, organizational decentralization and formalization, moderated by CEO visionary leadership, were identified as critical antecedents of IML climate. This research presents a theoretical expansion of ambidextrous leadership, overcoming its limitations and demonstrating IML's effectiveness in maximizing the potential of the ambidexterity paradox.Type:conference paperJournal:European Academy of Management Conference 2024 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Beyond the Individual Access: Organizational Telework Dispersion and Performance(2024); ; ; We developed a dual-pathway, multi-level conceptual model that depicts the relationship between telework and firm performance. On the one hand, individual telework access is associated with greater levels of firm performance because it prompts social exchange processes between the employee and employer, resulting in lower employee turnover intentions. On the other hand, organizational telework dispersion is associated with lower firm performance because it prompts social identity processes; high dispersion in access to telework creates a psychological gap within an organization that is associated with lower levels of collective positive affective tone. Higher levels of collective organizational identification offset the negative effect of organizational telework dispersion on collective positive affective tone. This multi-level model is tested and supported by a multisource dataset containing 18,111 employees from 119 companies. Note: The first two authors contributed equally to this manuscript (authorship order is random).Type:conference paperJournal:European Academy of Management Conference 2024 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Organizational Ambidexterity and Performance: Examining the Moderating Role of Unit Differentiation(2023)To be successful in the long term, companies must meet current requirements (exploit) while being prepared for future demands (explore) – a dynamic capability referred to as ambidexterity. Research investigating the microfoundations of organizational ambidexterity has identified the crucial role of individual exploitative and explorative behaviors of employees in achieving ambidexterity on the organizational level. But what happens if employees in business units work with (very) different foci? This study provides a new perspective on the impact of high differentiation between business units in organizations focused on exploratory and/or exploitative goals. Drawing from paradox and social identity theory, I argue for an effect of organizational ambidexterity on firm performance via increased levels of positive affective tone. I subsequently theorize that this positive effect might be switched off by strong ambidextrous unit differentiation. This moderated mediation model is tested and supported by multiple regression analyses in a multisource data set containing 17,429 employees from 92 companies. These results are discussed and contribute to the literature on organizational ambidexterity.Type:conference paperJournal:Academy of Management Proceedings - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Organizational telework access dispersion and firm performanceType:journal-articleJournal:Human Relations - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Leadership im Umbruch: Fünf Trendlinien einer modernen FührungType:newspaper articleJournal:Personalführung