TY  - CHAP
AB  - We develop a new look on leadership for innovation and propose that effective leaders alternate between a broad range of behaviors and tune their approach to the changing demands of innovation. This is referred to as ambidextrous leadership. As the importance of different leader behaviors varies not only across time but also across contexts, ambidextrous leadership takes different shapes depending on contextual conditions. We discuss culture as an important contextual condition that holds implications for effective ambidextrous leadership. Cultures have different strengths and weaknesses for innovation that can be leveraged or compensated. We use the cultural characteristics identified by the GLOBE project to discuss how leaders can take culture into account when leading for innovation.
VL  - 6
SN  - 978-0-85724-468-0, 978-0-85724-467-3/1535-1203
DO  - 10.1108/S1535-1203(2011)0000006006
UR  - https://doi.org/10.1108/S1535-1203(2011)0000006006
AU  - Bledow Ronald
AU  - Frese Michael
AU  - Mueller Verena
ED  - William H. Mobley
ED  - Ming Li
ED  - Ying Wang
PY  - 2011
Y1  - 2011/01/01
TI  - Ambidextrous leadership for innovation: the influence of culture
T2  - Advances in Global Leadership
T3  - Advances in Global Leadership
PB  - Emerald Group Publishing Limited
SP  - 41
EP  - 69
Y2  - 2024/05/01
ER  -