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Article
Publication date: 27 April 2020

Ambidextrous leadership and employee innovation in public museums

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…

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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

Chinese Management Studies, vol. 14 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/CMS-05-2018-0523
ISSN: 1750-614X

Keywords

  • Ambidextrous leadership
  • Organizational climate for innovation
  • Innovative behavior
  • Public museums

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Article
Publication date: 7 November 2016

Does transformational, ambidextrous, transactional leadership promote employee creativity? Mediating effects of empowerment and promotion focus

Feng-Cheng Tung

The purpose of this paper is to investigate transformational, ambidextrous, and transactional leadership and their relationship to employee creativity and the extent to…

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Abstract

Purpose

The purpose of this paper is to investigate transformational, ambidextrous, and transactional leadership and their relationship to employee creativity and the extent to which psychological empowerment and promotion focus are consistent with previous studies that identify their significant impact on employee creativity. In addition, employee psychological empowerment and promotion focus are used as mediators in the research model to ascertain whether or not there is a significant mediating effect between transformational leadership, ambidextrous leadership, transactional leadership and employee creativity.

Design/methodology/approach

In the study, 500 questionnaires were mailed to 50 electronics companies in China; 427 valid questionnaires were eventually collected. A structural equation model was then used for data analysis to study the causalities between all the parameters.

Findings

The research findings indicate that transformational and ambidextrous leadership styles have a significant effect on employee creativity. In addition, the study found that employee psychological empowerment and promotion focus has a significant mediating effect for transformational leadership, ambidextrous leadership, transactional leadership and employee creativity.

Originality/value

Executives who adopt a transformational or ambidextrous leadership style tend to have employees with greater psychological empowerment, while transformational or ambidextrous leaders tend to have employees with a stronger promotion focus. Further, the study discovered that when executives adopt a transformational or ambidextrous leadership style, they can use their employees’ psychological empowerment and promotion focus to improve employee creativity.

Details

International Journal of Manpower, vol. 37 no. 8
Type: Research Article
DOI: https://doi.org/10.1108/IJM-09-2014-0177
ISSN: 0143-7720

Keywords

  • Transformational leadership
  • Innovation
  • Promotion focus
  • Psychological empowerment
  • Transactional leadership
  • Employee creativity
  • Ambidextrous leadership

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Article
Publication date: 3 April 2017

Ambidextrous leadership, entrepreneurial orientation, and operational performance: Organizational social capital as a moderator

Trong Tuan Luu

The purpose of this paper is to investigate the role of ambidextrous leadership in fostering entrepreneurial orientation (EO) and operational performance. The research…

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Abstract

Purpose

The purpose of this paper is to investigate the role of ambidextrous leadership in fostering entrepreneurial orientation (EO) and operational performance. The research also seeks an insight into the moderating role that organizational social capital (OSC) plays on the relationship between ambidextrous leadership and EO.

Design/methodology/approach

The responses to the questionnaire survey were collected from 427 managers from software companies in Vietnam business context.

Findings

The data analysis verified the positive effect of ambidextrous leadership on EO, which was positively moderated by OSC. The research results also shed light on the predictive role of EO for the organization’s operational performance.

Originality/value

This research contributes to literature through identifying the convergence of entrepreneurship and operations management research streams, and the moderation role of OSC for the ambidextrous leadership-EO relationship.

Details

Leadership & Organization Development Journal, vol. 38 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/LODJ-09-2015-0191
ISSN: 0143-7739

Keywords

  • Entrepreneurial orientation
  • Operational performance
  • Ambidextrous leadership
  • Vietnam
  • Organizational social capital

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Article
Publication date: 11 March 2019

Ambidextrous leadership, entrepreneurial orientation and job crafting

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…

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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

European Business Review, vol. 31 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/EBR-06-2015-0061
ISSN: 0955-534X

Keywords

  • Vietnam
  • Ambidextrous leadership
  • Entrepreneurial orientation
  • Job crafting
  • Organizational social exchange

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Article
Publication date: 8 May 2018

Enhancing the effect of frontline public employees’ individual ambidexterity on customer value co-creation

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…

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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

Journal of Business & Industrial Marketing, vol. 33 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/JBIM-04-2017-0091
ISSN: 0885-8624

Keywords

  • Ambidextrous leadership
  • Public service motivation
  • Customer–organization identification
  • Customer value co-creation
  • Customer–employee identification
  • Individual ambidexterity

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Article
Publication date: 10 June 2019

Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms

Sarra Berraies and Syrine Zine El Abidine

The purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory…

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Abstract

Purpose

The purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation.

Design/methodology/approach

The conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method.

Findings

Results show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation.

Originality/value

While little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.

Details

Journal of Knowledge Management, vol. 23 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/JKM-09-2018-0566
ISSN: 1367-3270

Keywords

  • Ambidextrous leadership
  • Transactional leadership
  • Exploitative innovation
  • Transformational leadership
  • Exploratory innovation
  • Knowledge-intensive firms

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Article
Publication date: 5 August 2019

Corporate social responsibility, ambidextrous leadership, and service excellence

Tuan Luu, Le Viet, Eryadi Masli and Diana Rajendran

The purpose of this paper is to delve into the interactive effects of corporate social responsibility (CSR) and ambidextrous leadership on customer-oriented organizational…

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Abstract

Purpose

The purpose of this paper is to delve into the interactive effects of corporate social responsibility (CSR) and ambidextrous leadership on customer-oriented organizational citizenship behavior (customer-oriented OCB) and service recovery performance among tourism industry workers.

Design/methodology/approach

The authors collected data from participants working in tour companies based in Ho Chi Minh City, Vietnam. The associations among the constructs in the research model were tested through multilevel structural equation modeling.

Findings

Data analysis supported the positive links between CSR and customer-oriented OCB and service recovery performance. Customer-oriented job-crafting emerged as a mediator for such relationships. Ambidextrous leadership played a moderating role to attenuate the positive impacts of CSR on customer-oriented job crafting, customer-oriented OCB and service recovery performance.

Originality/value

The study extends the tourism management literature by linking CSR to customer-oriented OCB and service recovery performance among tourism employees via customer-oriented job crafting as a mediator and ambidextrous leadership as a moderator.

Details

Marketing Intelligence & Planning, vol. 37 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/MIP-05-2018-0157
ISSN: 0263-4503

Keywords

  • Corporate social responsibility
  • Vietnam
  • Service recovery performance
  • Ambidextrous leadership
  • Customer-oriented job crafting
  • Customer-oriented OCB

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Article
Publication date: 6 February 2017

Market responsiveness: antecedents and the moderating role of external supply chain integration

Tuan Luu

The interaction between opening and closing behaviors of ambidextrous leadership produces “change” force throughout the organization in proactive response to market…

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Abstract

Purpose

The interaction between opening and closing behaviors of ambidextrous leadership produces “change” force throughout the organization in proactive response to market forces. This research aims to assess the role of ambidextrous leadership in fostering entrepreneurial orientation (EO) and market responsiveness. The research also seeks an insight into how external supply chain integration moderates the positive effect of EO on market responsiveness.

Design/methodology/approach

Research data were collected from 327 meso-level managers and 517 subordinates from chemical manufacturing companies in the Vietnam business context.

Findings

Research findings shed light on the positive effect of ambidextrous leadership on EO, which in turn contributes to market responsiveness. The moderation role that external supply chain integration plays on the EO–market responsiveness linkage was also grounded on the data set.

Originality/value

Through the identification of the predictive roles of ambidextrous leadership and EO for market responsiveness, the current research indicates the convergence between leadership, EO and market responsiveness research streams.

Details

Journal of Business & Industrial Marketing, vol. 32 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/JBIM-07-2015-0133
ISSN: 0885-8624

Keywords

  • Supply chain
  • Market orientation
  • Leadership

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Article
Publication date: 4 April 2020

Ambidextrous leadership and innovation performance: a longitudinal study

Friederike Gerlach, Maike Hundeling and Kathrin Rosing

The ambidextrous leadership model specifically describes opening and closing leader behaviors in the innovation process. This paper aims to emphasize the relevance of the…

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Abstract

Purpose

The ambidextrous leadership model specifically describes opening and closing leader behaviors in the innovation process. This paper aims to emphasize the relevance of the ambidextrous leadership model with respect to leadership in innovation processes.

Design/methodology/approach

In this longitudinal research design, 54 employees rated the ambidextrous leader behaviors and innovation performance concerning an innovation project over a period of six weeks. Traditional leadership styles (i.e. transformational, transactional, instrumental leadership, leader–member exchange) were assessed at a between-person level to identify their effects with respect to innovation performance.

Findings

Multilevel regression analysis results showed that instrumental leadership as well as opening and closing leader behaviors were positively related to innovation performance. By contrast, transformational and transactional leadership as well as leader–member exchange (LMX) did not show significant associations with innovation performance.

Originality/value

The findings support the relevance of specific leader behaviors to the innovation process and therefore underline the importance of the ambidextrous leadership model.

Details

Leadership & Organization Development Journal, vol. 41 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/LODJ-07-2019-0321
ISSN: 0143-7739

Keywords

  • Ambidextrous leadership
  • Innovation
  • Transformational leadership
  • Transactional leadership
  • LMX
  • Instrumental leadership

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Article
Publication date: 4 February 2021

The ambidextrous and differential effects of directive versus empowering leadership: a study from project context

Junwei Zheng, Xueqin Gou, Guangdong Wu, Xianbo Zhao, Hongyang Li and Bingsheng Liu

This study investigated the differential effects of empowering leadership and directive leadership in projects. Moreover, how the complex interplay between empowering and…

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Abstract

Purpose

This study investigated the differential effects of empowering leadership and directive leadership in projects. Moreover, how the complex interplay between empowering and directive leadership styles influences both leader–member exchange and project performance was also explored.

Design/methodology/approach

Polynomial regression analysis and response surface modeling were applied to analyze 161 matched data collected from project members and managers worked in different projects located in China.

Findings

Four leadership styles were identified, i.e. ambidextrous, delegating, directive and laissez-faire styles. These may be combined with empowering and directive leadership. With regard to (in)congruence, leader–member exchange and project performance improved with ambidextrous style as a form of high–high congruence between empowering and directive leadership compared with laissez-faire style (i.e. low–low congruence). Results were better when a delegating style was combined with empowering leadership at a high level compared with the combination of directive style as directive leadership at a high level. Leader–member exchange was identified to exert a mediating role of the (in)congruence on project performance.

Originality/value

This study confirmed the contingent viewpoint of leadership by identifying distinct leadership styles applied in projects. Furthermore, the co-existence of empowering leadership and directive leadership was examined, and the underlying mechanism between the (in)congruence of empowering and directive leadership and project performance was identified.

Details

Leadership & Organization Development Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/LODJ-12-2019-0509
ISSN: 0143-7739

Keywords

  • Empowering leadership
  • Directive leadership
  • Ambidexterity
  • Leader–member exchange
  • Project performance
  • Polynomial regression

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