Search results
1 – 10 of over 2000This study investigates the direct influence of ambidextrous leadership on employees’ innovation behaviour, the mediating role of innovative self-efficacy and harmonious work…
Abstract
Purpose
This study investigates the direct influence of ambidextrous leadership on employees’ innovation behaviour, the mediating role of innovative self-efficacy and harmonious work passion, and the moderating role of Zhong-Yong thinking.
Design/methodology/approach
The authors conducted a series of questionnaire surveys to collect data in three time periods and from multiple sources; 332 supervisor–subordinate matched samples were obtained. The hypothesised relationships were tested using structural equation modelling and ProClin.
Findings
Ambidextrous leadership is positively associated with employees’ innovation behaviour, while innovative self-efficacy and harmonious work passion play mediating roles. The analysis further confirms that innovative self-efficacy and harmonious work passion play a chained double-mediating role between ambidextrous leadership and employees’ innovation behaviour, while Zhong-Yong thinking plays moderating roles between ambidextrous leadership and innovative self-efficacy and between ambidextrous leadership and harmonious work passion.
Originality/value
This study demonstrates the influence of ambidextrous leadership on employees’ innovation behaviour, specifically the role of ambidextrous leadership, and extends the relationship’s theoretical foundation. It is also expected to provide inspiration and serve as a reference for local Chinese management.
Details
Keywords
Aiza Yasmeen and Saran Khan Ajmal
Based on the leader-members exchange (LMX) theory, the purpose of this paper is to examine the impact of ambidextrous leadership on employee creativity through ambidextrous…
Abstract
Purpose
Based on the leader-members exchange (LMX) theory, the purpose of this paper is to examine the impact of ambidextrous leadership on employee creativity through ambidextrous behavior. The study also investigates an organizational culture that amplifies the positive influence of ambidextrous leadership on employee creativity.
Design/methodology/approach
Primary data were collected form 300 permanent employees of the local government department of Azad Jammu and Kashmir (AJK). Hypotheses were tested by using Hayes PROCESS macro.
Findings
Results indicated that ambidextrous style of leadership and employee creativity is mediated by ambidextrous behavior of employees. The findings of the study also established the fact that the relationship of ambidextrous leadership and employee creativity is subject to the organizational culture.
Research limitations/implications
The current study was carried out in the local government department; researchers can conduct research by studying multiple government departments at once. In addition, the present study is cross-sectional; scholars in future can take a longitudinal approach to capture employee creativity at different points of time.
Practical implications
For establishing a welcoming innovation atmosphere and assist workers' creative behaviors, ambidextrous leadership should be practiced by leaders from day-to-day operations. Leaders must create flexible abilities to adapt internal resources (knowledge and values) in the public sector into new behavioral patterns that encourage employee creativity.
Originality/value
This is the first study that investigates the ambidextrous behavior as a vital intervening mechanism in the ambidextrous leadership–employee creativity linkage. Further, this study provides first empirical evidence by study the organizational culture as a moderator in determine the impact of ambidextrous leadership on employee creativity.
Details
Keywords
The current study examines the relation of guanxi human resource management (HRM) practices with subjective evaluations of creative performance by direct supervisors, as well as…
Abstract
Purpose
The current study examines the relation of guanxi human resource management (HRM) practices with subjective evaluations of creative performance by direct supervisors, as well as conceptualizes the employee ambidextrous behavior as a mediator, and social comparison orientation and leader–member exchange (LMX) as moderators for understanding the relation.
Design/methodology/approach
Survey data were collected from 211 employee–supervisor dyads in China. Hierarchical regression analyses, Preacher and Hayes’ (2008) indirect effects PROCESS macro, and Preacher et al.'s (2007) moderated mediation analysis approach were conducted to test the hypothesized relationships.
Findings
Guanxi HRM practices were negatively associated with employee creative performance, mediated by the employee ambidextrous behavior. The authors also found that social comparison orientation showed a strong moderating effect, such that it amplified the indirect relationship between guanxi HRM practices and employee creative performance via ambidextrous behavior. In contrast, LMX showed a weak moderating effect, such that it attenuated this indirect relationship.
Originality/value
This study provides evidence that the extent to which employee ambidextrous behavior mediates the relationship between guanxi HRM practices and creative performance depends on LMX and social comparison orientation. It represents a promising new direction for the guanxi HRM practices and creative performance literatures.
Details
Keywords
This study seeks to provide a narrative literature review of existing empirical research, in order to better understand the processes and theory of ambidextrous leadership, as…
Abstract
Purpose
This study seeks to provide a narrative literature review of existing empirical research, in order to better understand the processes and theory of ambidextrous leadership, as well as its influence on followers, employees and organizations.
Design/methodology/approach
Data from 26 studies were extracted and synthesied providing a critical discussion about the methodological and theoretical aspects of the studies identified in the review.
Findings
It was revealed the attributes for an effective ambidextrous leader, it was presented the recently proposed concept of ambidextrous leadership theory and it was noticed the main criticisms against the findings of the extant ambidextrous leadership literature. It was also identified many research gaps in the literature which in turn can guide academics in the development of ambidextrous leadership.
Research limitations/implications
The ambidextrous leadership theory represents a novel and unique approach to the domain of leadership for creativity and innovation. It is shared across hierarchical levels throughout the organization. Leaders have a significant effect on employees' behaviors and should determine its applicability to different situations. Organizations require ambidextrous managers who combine flexible, situational and versatile leadership styles developing ever increasingly new and divergent ideas. Many research gaps in the literature were also identified that can guide academics in the development of ambidextrous leadership.
Practical implications
Understanding that ambidextrous leadership is required to significantly influence ambidexterity and innovation allows organizations to direct their leadership selection and development.
Originality/value
This review contributes to the ambidextrous leadership literature by creating a holistic picture of where it has been and where it should go.
Details
Keywords
Tuan Trong Luu, Chris Rowley and Khai Cong Dinh
When public employees demonstrate ambidexterity in serving customers, through efficiently providing customers with current public services as well as exploring ways to create…
Abstract
Purpose
When public employees demonstrate ambidexterity in serving customers, through efficiently providing customers with current public services as well as exploring ways to create more, new public service solutions for customers, they may activate customers’ co-creating value with the public organization. The purpose of this research is to examine the role of public employees’ individual ambidexterity in promoting customer value co-creation. This research also seeks to investigate the levers behind individual ambidexterity, including ambidextrous leadership as an antecedent and public service motivation (PSM) as an enhancer for the leadership effect.
Design/methodology/approach
Public employees from public legal service agencies and customer companies they had served have been invited to participate and provide data for this research. The data collated have been analyzed using multilevel structural equation modeling approach.
Findings
Ambidextrous leadership was positively associated with frontline public employees’ individual ambidexterity. This positive association was enhanced by PSM among frontline public employees. In turn, frontline public employees’ individual ambidexterity demonstrated a positive link with customer value co-creation through the mediation mechanisms of customer–employee identification and customer–organization identification.
Originality/value
This research extends and marks the convergence between ambidexterity and customer value co-creation research streams.
Details
Keywords
Ching-Wen Kung, Jin Feng Uen and Shou-Chi Lin
The purpose of this paper is to explore the impact of ambidextrous leadership on employees’ innovative behaviors in public museums based on the ambidexterity theory of leadership…
Abstract
Purpose
The purpose of this paper is to explore the impact of ambidextrous leadership on employees’ innovative behaviors in public museums based on the ambidexterity theory of leadership for innovation. It also examines the mediating mechanism of organizational climate for innovation in public museums.
Design/methodology/approach
Multisource survey data were obtained from 30 human resource managers, 74 department managers and 237 employees of Taiwanese public museums. Multilevel path analysis was conducted to test the proposed model.
Findings
Ambidextrous leadership has the most significant effect on employees’ innovative behaviors. Moreover, organizational climate for innovation has a mediating effect on the relationship between ambidextrous leadership and employees’ innovative behaviors.
Practical implications
This study provides a new perspective on dynamic and complementary ambidextrous leadership, thereby providing important practical implications for innovation management in public museums. Specifically, leaders should apply ambidextrous leadership behaviors in their daily operations to develop an organizational climate for innovation and facilitate employees’ innovative behaviors.
Originality/value
This study is the first to explore the influence of ambidextrous leadership in a museum. In addition, it examines the mediating effect of organizational climate for innovation to explain the effect of ambidextrous leadership on employees’ innovative behaviors. The findings provide valuable insights for both researchers and managers of public and private entities.
Details
Keywords
Valter da Silva Faia and Valter Afonso Vieira
The purpose of this paper is to extend the previous regulatory focus and sales force control literature suggesting that organizational control system not only moderates but also…
Abstract
Purpose
The purpose of this paper is to extend the previous regulatory focus and sales force control literature suggesting that organizational control system not only moderates but also mediates the interactive effect of the assessment × locomotion on salesperson ambidextrous behavior. Organizational control system, which has behavior and outcome dimensions, moderates the effects of employee regulatory focus on their ambidextrous behavior, sales performance, and satisfaction.
Design/methodology/approach
The authors conducted a survey with 163 bank frontline employees (FLEs) who sell financial products to final consumers. Each respondent was approached by a professional interviewer who presented the questionnaire and collected the answers. These respondents are FLEs, who are the ones that sell financial services and are responsible for post-sales services, such as answering customer questions and account problems. In the sample, FLEs are the primary source of revenue generation and services activities (ambidextrous features) in banking sector, similar to Bailey et al. (2016).
Findings
First, the moderating and mediation analysis showed that the interactive effect of both regulatory focus, locomotion and assessment, predicts FLE ambidextrous behavior. Second, this interaction effect suffers a three-way interaction under organizational control system. Third, organizational control system also moderates the impact of ambidextrous behavior on performance, such that outcome-based control system amplifies the relationship. Fourth, the authors found a conditional indirect effect, in such ambidextrous behavior, mediates the indirect effect of control system on sales performance, generating stronger (vs weaker) results under an outcome-based control system (vs behavior-based control system).
Research limitations/implications
Since this study adopts the cross-sectional research design, the authors could not empirically demonstrate the causality of the relationships among constructs. The authors also analyzed the organizational control system from the FLEs perspective and not from the supervisors/managers perspective, who daily control employees activities.
Originality/value
The authors propose a conditioning indirect mediating impact of control system on performance and consumer satisfaction through ambidextrous behavior and explore the regulatory focus-ambidexterity-performance moderating chain, theorizing that this sequence depends on the level of control system.
Details
Keywords
Shikha Choudhary, Mohammad Faraz Naim and Meera Peethambaran
Purpose of This Chapter: This study examines the relationship of ambidextrous leadership with employee voice behaviour, underscoring the intervening role of employee thriving…
Abstract
Purpose of This Chapter: This study examines the relationship of ambidextrous leadership with employee voice behaviour, underscoring the intervening role of employee thriving.
Design / Methodology / Approach: This study proposes a conceptual framework based on an extensive literature review using the conservation of resource theory, social exchange theory, and the broaden-and-build theory of positive emotions.
Findings: This study demonstrates that employee thriving act as an underlying mechanism explaining the relationship between ambidextrous leadership and employee voice behaviour.
Research Limitations: Being a conceptual study, the proposed framework lacks empirical validation.
Practical Implications: Organizations should focus on leaders with flexible behaviours who understand situational necessities to adopt diverse leadership styles and contribute to employee thriving.
Originality: This is one of the first studies to propose the role of ambidextrous leadership in impacting and enhancing change in employee voice through employee thriving at work. By introducing a framework that delves into the unexplored territory of ambidextrous leadership, acting as a catalyst for enhancing employee voice via the lens of employee thriving. This study provides a fresh perspective and adds value to the evolving conversations around employee voice behaviour.
Details
Keywords
Ruiqian Jia, Wenan Hu and Shuwen LI
The purpose of this study is to examine the potential process through which leadership exerts impacts on organizational innovation. A thorough analysis was conducted by…
Abstract
Purpose
The purpose of this study is to examine the potential process through which leadership exerts impacts on organizational innovation. A thorough analysis was conducted by highlighting the contribution of ambidextrous leadership to organizational innovation.
Design/methodology/approach
Data were collected from companies located in mainland China. A total of 200 cases were included in the final sample. Hierarchical regression analysis was adopted to test the hypotheses in this study.
Findings
The results showed that exploitation knowledge search and exploration knowledge search partly mediated the relationship between ambidextrous leadership and organizational innovation, respectively. Strategic flexibility could positively moderate the relationship between exploitation knowledge search and organizational innovation and had no significant impacts on moderating the relationship between exploration knowledge search and organizational innovation.
Research limitations/implications
In this study, not only were managers provided with a sophisticated understanding of how and when ambidextrous leadership could influence organizational innovation but also concrete strategies were given for enhancing organizational innovation.
Originality/value
In this study, the interaction among ambidextrous leadership, knowledge search and organizational innovation were elucidated and the moderating impacts of strategic flexibility on the relationship between knowledge search and organizational innovation were explored. The findings of this study enriched the literature on leadership, knowledge management and innovation.
Details
Keywords
Tuan Trong Luu, Khai Dinh and David Qian
The interaction between opening and closing behaviors of ambidextrous leadership produces “change” energy among employees. The purpose of this paper is to assess the role of…
Abstract
Purpose
The interaction between opening and closing behaviors of ambidextrous leadership produces “change” energy among employees. The purpose of this paper is to assess the role of ambidextrous leadership in fostering job crafting via entrepreneurial orientation. The paper also seeks an insight into how organizational social exchange moderates the effect of ambidextrous leadership on entrepreneurial orientation.
Design/methodology/approach
Research data were garnered from 427 supervisor–subordinate dyads from software companies in the Vietnamese business context.
Findings
Research findings corroborated the positive relationship between ambidextrous leadership and entrepreneurial orientation, which is positively associated with job crafting. Research results also provided evidence for the mediation role of entrepreneurial orientation for the positive link between ambidextrous leadership and job crafting, as well as for the moderation role of organizational social exchange for the effect of ambidextrous leadership on entrepreneurial orientation.
Originality/value
Research findings have extended ambidexterity theory of leadership by identifying job crafting as an outcome of ambidextrous leadership and entrepreneurial orientation as a mediator for this relationship.
Details