창업기업 CEO의 변혁적 리더십이 양손잡이 전략에 미치는 영향: 조직원의 인지적 유연성의 매개효과와 조직 학습 문화의 조절 효과를 중심으로

This study empirically analyzed the impact of transformational leadership of startup CEOs on ambidextrous strategy, along with the mediating effect of cognitive flexibility and the moderating effect of organizational learning culture in this relationship. In the modern economy, startups play a crucial role as sources of job creation and innovation, facing dual challenges of strengthening current competitiveness and securing future growth engines in an environment of accelerating digital transformation. The theoretical foundation utilized the Resource-Based View and Dynamic Capabilities Theory. From a resource-based perspective, startups' competitive advantage stems from building and utilizing intangible resources with VRIN characteristics, and according to Teece's (2007) dynamic capabilities theory, transformational leadership enhances organizational adaptability by strengthening 'sensing' and 'seizing' capabilities. The study surveyed 203 employees from companies less than 7 years old, and hypotheses were tested through multiple regression analysis, mediation, and moderation effect analyses. The results showed that among transformational leadership components, idealized influence and inspirational motivation positively affected exploration strategy, while inspirational motivation and individualized consideration positively influenced exploitation strategy. Cognitive flexibility partially mediated the relationship between transformational leadership and exploitation strategy, and organizational learning culture significantly moderated the relationship between cognitive flexibility and exploration strategy. This study differs from previous research in three ways: First, unlike transformational leadership studies that mainly focused on large corporations or public institutions, it concentrated on the unique context of startups characterized by resource constraints and high uncertainty. Second, while existing studies focused on individual-level performance variables like organizational commitment and job satisfaction, this study examined the relationship with organizational-level strategic performance through ambidextrous strategy. Third, it established a distinctive theoretical framework by presenting cognitive flexibility as a mediating mechanism in the relationship between transformational leadership and ambidextrous strategy, differentiating from previously studied psychological ownership or organizational cooperation. Based on these distinctions, the study makes theoretical and practical contributions. Theoretically, it contributes to theoretical expansion in the startup context through an integrated approach to leadership theory and ambidextrous strategy theory. Practically, it provides substantial guidelines for sustainable startup growth by emphasizing the importance of startup CEOs differentially exercising transformational leadership components according to strategic objectives, enhancing employees' cognitive flexibility, and building a learning culture.