Journal ArticleDOI
Ambidextrous leadership and team innovation
Hannes Zacher,Kathrin Rosing +1 more
TLDR
In this article, the authors report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation, which proposes that the interaction between two complementary leadership behaviors predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high.Abstract:
Purpose – The purpose of this paper is to report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al., 2011). This theory proposes that the interaction between two complementary leadership behaviors – opening and closing – predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high. Design/methodology/approach – Multi-source survey data came from 33 team leaders of architectural and interior design firms and 90 of their employees. Findings – Results supported the interaction hypothesis, even after controlling for leaders’ transformational leadership behavior and general team success. Research limitations/implications – The relatively small sample size and the cross-sectional design are potential limitations of the study. The findings provide initial support for the central hypothesis of the ambidexterity theory of leadership for innovation. Practical implications – The results sugge...read more
Citations
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Journal ArticleDOI
Dynamic capabilities, creativity and innovation capability and their impact on competitive advantage and firm performance: The moderating role of entrepreneurial orientation
TL;DR: In this paper, the authors define dynamic capability as the potential to systematically solve problems, enabled by its propensity to sense opportunities and threats, to make timely decisions, and to implement strategic decisions and changes efficiently, thereby ensuring the right direction.
Journal ArticleDOI
Leadership for organizational adaptability: A theoretical synthesis and integrative framework.
Mary Uhl-Bien,Michael J. Arena +1 more
TL;DR: In this article, the authors provide a theoretical synthesis and integrative review of research from strategy, organization theory, innovation, networks, and complexity to provide a framework of leadership for organizational adaptability.
Journal ArticleDOI
Individual ambidexterity: the duality of exploration and exploitation and its relationship with innovative performance
Kathrin Rosing,Hannes Zacher +1 more
TL;DR: In this article, the authors argue for an alternative operationalization of ambidexterity: polynomial regression and response surface methodology, and demonstrate the advantages of this approach in two diary studies with daily and weekly data.
Journal ArticleDOI
Does Self-Serving Leadership Hinder Team Creativity? A Moderated Dual-Path Model
Jian Peng,Zhen Wang,Xiao Chen +2 more
TL;DR: In this paper, the authors proposed a theoretical model wherein self-serving leadership hinders team creativity through psychological safety as well as knowledge hiding, with task interdependence acting as a contextual condition.
Journal ArticleDOI
Creativity under workload pressure and integrative complexity: The double-edged sword of paradoxical leadership
TL;DR: In this article, the authors propose that learning to constructively deal with salient tensions is important for the development of creativity and that paradoxical leader behavior (PLB) may stimulate creativity by enhancing employees' creative self-efficacy (CSE).
References
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Journal ArticleDOI
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