Effect of Strategic Leadership on Organization Ambidexterity and Agility as Perceived by Staff Nurses

Background: The fast changes evolving in the marketplaces force health care associations to exert extra effort in addition to pursuit for their sustainability as well as existence than in the past, and this requires a strategic leadership that has vision, able to implement desired goals, demonstrate both exploitation as well as exploration actions, and react to alterations that occur external and internal to the association to gain competitive advantages. Aim: To examine effect of strategic leadership on organization ambidexterity and agility as perceived by staff nurses at Oncology Center- Mansoura University. Method: Descriptive correlational design was utilized as well as the study was done on 230 staff nurses working at all inpatients units at Oncology Center. Three tools were utilized to collect data; Strategic leadership questionnaire, ambidexterity behavior scale and organization agility survey. Results: The highest percentage of staff nurses perceived high level of strategic leadership, organization ambidexterity and agility (79.1%, 64.8%, & 65.7%) respectively. There was highly statistically significant positive correlation between strategic leadership with both organization ambidexterity and agility. Conclusion: It was concluded strategic leadership promote organization ambidexterity and agility. Recommendations: To improve organization ambidexterity and agility, it is essential for organization to provide additional attention to its strategic leadership. Administrators should search for strategies that help the organization to know rapidly changing market requirements, communicate regularly with distinguished professionals in other specialties from other hospitals to exploit new opportunities and benefit from them repeatedly.