Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership

Rosing, Kathrin; Fresé, Michael; Bausch, Andreas

doi:10.1016/j.leaqua.2011.07.014

Cited by 852 publications

(1,512 citation statements)

References 107 publications

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“…The ambidexterity theory of leadership discussed the interaction between two complementary leadership behaviors [25], e.g., opening and closing behaviors [26], directive and empowering leadership [27], or transformational and transactional leadership [14]. A combination of different leadership styles or behaviors has been suggested to be more effective for the changing environments and organizational requirements [25].…”

Section: Organizational Ambidexterity Ambidextrous Leadership and Cumentioning

confidence: 99%

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Zheng

Xie

et al. 2017

Sustainability

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Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership, ambidextrous culture and sustainability-based project performance. Using a valid sample of 217 project leaders and members from Chinese construction projects, the method of multiple linear regression was adopted to assess the direct relationship among ambidextrous leadership, ambidextrous culture and project performance. Moreover, the bootstrapping technique through structural equation modeling, has been used to analyze the mediating effect of ambidextrous culture. Additionally, the sample data was divided into different groups according to the median value of the variables to conduct the ANOVA and to assess the within-group differences. The results indicated a positive and direct relationship that ambidextrous leadership has on project performance and ambidextrous culture. In addition, there was also a mediating impact of ambidextrous leadership on project performance via ambidextrous culture. Thus, ambidextrous leadership combined with transformational leadership as well as transactional leadership likely has a stronger positive impact on project performance through fostering the adaptive culture and consistent culture. Our findings contribute to an in-depth understanding of the role of the leader and culture for project outcomes. The project-based organization in construction projects could train project leaders' ambidextrous leadership behavior to facilitate the formation of an ambidextrous culture and to increase project performance. Moreover, this study enriches the existing literature on leadership and project management by highlighting the important path of ambidextrous leadership and ambidextrous culture on the performance at the project level and going beyond the single leadership behavior or single culture.

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Section: Organizational Ambidexterity Ambidextrous Leadership and Cumentioning

confidence: 99%

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Zheng

Xie

et al. 2017

Sustainability

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“…In the context of acquisitions, ambidextrous organizations will be capable of creating synergies between the acquirer and target to generate valuable future exploitative opportunities (Jansen et al, 2008;Nemanich & Vera, 2009;RaoNicholson et al, 2016). The role played by leadership is undeniably quite pertinent to organizational survival and essential to the development of an ambidextrous organization (Jansen, Tempelaar, Van den Bosch & Volberda, 2009;Cao, Simsek & Zhang, 2010;Rosing, Frese & Bausch, 2011;Tushman et al, 2011). Leader role is important for the development of systems, structures and cultures that support the assimilation of knowledge during mergers (Kavanagh & Ashkanasy, 2006), and successful integration following M&As (Vasilaki, 2011).…”

Section: Leadership and Ambidexteritymentioning

confidence: 99%

“…For instance, Jansen et al (2008:22) suggest that "transformational leaders are necessary to force socially integrated teams to critically debate and openly discuss conflicting task issues". Compared with the transactional style, charismatic leadership will be characterised by a higher degree of flexibility in the generation and evolvement of an ambidextrous organization (Jansen et al, 2009;Cao et al, 2010;Rosing et al, 2011). Under a charismatic leader, employees will enjoy more freedom and flexibility and will be able to manage resilience and innovation in face of uncertainty; conversely, transactional style led employees might not be able to effectively engage with uncertainty as they will be used to a task oriented approach to personnel management.…”

Section: Leadership and Ambidexteritymentioning

confidence: 99%

The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

Rao‐Nicholson

Khan

Akhtar

et al. 2016

The International Journal of Human Resource Management

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This paper examines the impact of leadership on organizational ambidexterity and employee psychological safety based on a sample of 105 global acquisitions of emerging market multinationals. The findings suggest that, compared to the transactional and laissez faire ones, the charismatic leadership style is more significantly related with organizational ambidexterity and employee psychological safety. The results also suggest that transactional leadership is more positively related to ambidexterity and employee psychological safety than 2 laissez faire leadership. In addition, organizational ambidexterity is directly and positively associated with employee psychological safety. The implications of these results for both research and practice are discussed in the paper.

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“…Similar indicators are found in the literature. [20,30,31] Our list contains a patent indicator. In the literature, there is some discussion about the appropriateness of this indicator.…”

Section: First Viewpoint: Types Of Innovationmentioning

confidence: 99%

“…Organisations that are more successful in this respect may for example adapt their management style to the situation at hand. [20] To investigate which strategies are effective in stimulating different kinds of innovations, measurable and validated indicators are needed to measure innovation. These indicators could help organisations to develop and monitor their innovation ability and practices, by clarifying what they need to focus on in order to maximise their innovation success rate.…”

Section: Introductionmentioning

confidence: 99%

How to measure innovation in radiotherapy: an application of the Delphi method

Jacobs

Boersma

Dekker

et al. 2015

JHA

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Objective: Innovation is an important driver for improving the quality of health care, yet a tension exists between innovation and providing cost-effective health care. To develop strategies that promote innovation, parameters are needed that are indicative of innovation. However, no recognised indicators of innovation in radiotherapy are currently available. The aim of this study is to fill that gap by providing a framework for measuring innovation. This should facilitate future multi-centric studies on strategies aimed at promoting innovation in radiotherapy. Methods: We applied the Delphi method in four rounds. The chairpersons of all Dutch radiotherapy departments were asked to suggest indicators. The resulting inventory was assessed by a number of Dutch radiation oncologists, medical physicists and managers. After implementig a cut-off score on suitability and measurability, we asked Dutch professors on innovation to assess the remaining indicators. Finally, the chairpersons reached consensus. Results: On the basis of the Delphi study, we derived 13 indicators in four categories, more specific product innovation, technology innovation, market innovation and organisational innovation, for measuring both incremental and radical innovations in radiotherapy; these indicators are also suitable for measuring the generation and adoption of innovations. Conclusions: We were successful in reaching consensus amongst the experts on indicators that measure innovations in radiotherapy. The developed tool will be used to investigate the relation between innovation and possible factors inhibiting or stimulating successful innovation and between the level of innovation and its effects.

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Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership

Cited by 852 publications

References 107 publications

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

How to measure innovation in radiotherapy: an application of the Delphi method

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