Ambidextrous leadership and team innovation

Zacher, Hannes and Rosing, Kathrin (2015) Ambidextrous leadership and team innovation. Leadership and Organization Development Journal, 36 1: 54-68. doi:10.1108/LODJ-11-2012-0141

Author Zacher, Hannes
Rosing, Kathrin
Title Ambidextrous leadership and team innovation
Journal name Leadership and Organization Development Journal   Check publisher's open access policy
ISSN 0143-7739
Publication date 2015-03-02
Year available 2015
Sub-type Article (original research)
DOI 10.1108/LODJ-11-2012-0141
Open Access Status
Volume 36
Issue 1
Start page 54
End page 68
Total pages 15
Place of publication Bingley, United Kingdom
Publisher Emerald Group Publishing Limited
Collection year 2016
Language eng
Formatted abstract
– 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.

– Multi-source survey data came from 33 team leaders of architectural and interior design firms and 90 of their employees.

– 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 suggest that organizations could train team leaders’ ambidextrous leadership behaviors to increase team innovation.

Social implications
– Identifying ways to facilitate organizational innovation is important, as it contributes to employment and company growth as well as individual and societal well-being.

– This multi-source study contributes to the literatures on leadership and innovation in organizations by showing that ambidextrous leadership behaviors predict team innovation above and beyond transformational leadership behavior.
Keyword Transformational leadership
Ambidextrous leadership
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2016 Collection
School of Psychology Publications
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