A daily diary study on ambidextrous leadership and self-reported employee innovation

Zacher, Hannes & Wilden, Ruth G. (2014) A daily diary study on ambidextrous leadership and self-reported employee innovation. Journal of Occupational and Organizational Psychology, 87(4), pp. 813-820.

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Abstract

Ambidextrous leadership involves a combination of behaviours that stimulate employee exploration (‘opening behaviour’) and behaviours that facilitate exploitation of ideas (‘closing behaviour’). We hypothesized that the interaction between leaders’ daily opening and closing behaviours (i.e., ambidextrous leadership) predicts employees’ daily self-reported innovative performance. Results based on diary data provided by 113 employees across five work days supported this hypothesis: daily self-reported innovative performance was highest when both daily opening and closing behaviours were high.

Impact and interest:

3 citations in Scopus
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2 citations in Web of Science®

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ID Code: 92495
Item Type: Journal Article
Refereed: Yes
Keywords: Ambidextrous Leadership, Ambidexterity, Creativity, Innovation
DOI: 10.1111/joop.12070
ISSN: 0963-1798
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Organisational Behaviour (150311)
Divisions: Current > Research Centres > Australian Centre for Entrepreneurship
Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
Copyright Owner: © 2014 The British Psychological Society
Deposited On: 01 Feb 2016 04:28
Last Modified: 02 Feb 2016 05:27

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