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1 – 10 of over 149000Hannes Zacher and Kathrin Rosing
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…
Abstract
Purpose
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.
Design/methodology/approach
Multi-source survey data came from 33 team leaders of architectural and interior design firms and 90 of their employees.
Findings
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.
Originality/value
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.
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Abdelrahman Zuraik, Louise Kelly and Vernita Perkins
This study explores the impact of gender on team leadership style and how it impacts team innovation outcomes using the ambidexterity theory (opening and closing behaviors) of…
Abstract
Purpose
This study explores the impact of gender on team leadership style and how it impacts team innovation outcomes using the ambidexterity theory (opening and closing behaviors) of leadership for innovation.
Design/methodology/approach
A total of 215 self-report surveys of team members were collected for hypothesis testing. This study tests whether team leader gender moderates the relationship between ambidextrous team leadership and team innovation.
Findings
Female team leaders are engaged in less opening behaviors of ideation, risk-taking and exploration than their male counterparts. Additionally, when female leaders engaged in closing behaviors, which include assigning roles and timelines, they had less impact than the closing behaviors of their male colleagues. Female team leaders were perceived as less effective in leading innovation than males.
Research limitations/implications
This study examines the influence of gender on team leadership and innovation outcomes. There are drawbacks of cross-sectional data, sample selection issues and potential problems of percept–percept relationships.
Practical implications
These findings suggest that female team leads may need greater organizational support and organizational senior leadership support to take risks (opening behavior) to produce greater team innovation and increase leader visibility.
Social implications
Society can achieve even greater innovation outcomes by understanding and addressing the unique obstacles woman team leaders face with innovation. Organizations can benefit from innovation and resilience by supporting women team leaders in their diverse delivery of innovation.
Originality/value
This is the first study to look at the influence of gender and leadership on team innovation outcomes. Ambidextrous leadership theory provides insights into the specific challenges woman team leaders experience; however, so far no research has addressed the innovation outcome challenges female team leaders encounter. Since innovation and leadership can be a key component of visibility, compensation and promotion, it is necessary to investigate the challenges female team leads face in the innovation process.
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Fatimah De’nan, Nor Salwani Hashim and Mohd Yusri Mohamad Razak
Tapered steel sections are widely used in house building design due to their structural efficiency and aesthetic appearance. Due to the practical usage of web tapering…
Abstract
Purpose
Tapered steel sections are widely used in house building design due to their structural efficiency and aesthetic appearance. Due to the practical usage of web tapering specifications in the metal building industry, fabrication and material expenses are analyzed to achieve geometric and economic productivity. The purpose of this study is to investigate the effectiveness of utilizing web profiles with openings in reducing the weight of steel beams.
Design/methodology/approach
In this paper, the nonlinear analysis of the bending behavior of a tapered steel section with an opening was studied by finite element analysis. The results were then compared with those of the tapered steel section without an opening in terms of displacement and yield moment.
Findings
The bending capacity of a tapered steel section was analyzed using finite element analysis. Results showed that the tapered steel section without openings had a higher bending capacity compared to the section with various sizes of web openings. The results also showed that decreasing the number of openings would increase the bending capacity, whereas increasing the size of the opening would decrease it. The difference in the yield moment between the tapered steel section with and without openings was only 15.818%. A total of 60 nonlinear analyses were conducted to investigate the effect of the number and size of web openings, flange thickness and web thickness on the bending behavior. However, this study showed that web opening with octagon shape and 0.6D size of web opening, where D is the depth of section, showed the best section in terms of yield moment and volume reduction compared to other opening size and shape.
Originality/value
It is also found that tapered steel section has better moment resistance in thicker flange and web. The study is valuable for engineers and designers who work with steel structures and need to optimize the performance of tapered steel sections with web openings.
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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…
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.
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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.
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Fernando Kleiman, Sylvia J.T. Jansen, Sebastiaan Meijer and Marijn Janssen
The opening of government data is high on the policy agenda of governments worldwide. However, data release faces barriers due to limited support of civil servants, whereas the…
Abstract
Purpose
The opening of government data is high on the policy agenda of governments worldwide. However, data release faces barriers due to limited support of civil servants, whereas the literature neglects civil servants' role in opening data. This paper aims at understanding why civil servants can be reluctant to support the disclosure of data. The authors developed a model to explain civil servants' behavioral intention to open data.
Design/methodology/approach
The authors test a series of hypotheses by collecting and analyzing survey data from 387 civil servants and by applying multivariate hierarchical regression.
Findings
The results indicate the factors influencing the behavior of civil servants. Social influences, performance expectancy, data management knowledge and risks have a significant influence. Personal characteristics control these effects.
Research limitations/implications
Caution is needed to generalize the findings towards the support to open data provision by civil servants. Though the analyzed sample was limited to Brazil, other countries and cultures might yield different outcomes. Larger and more diversified samples might indicate significant effects on variables not found in this research.
Practical implications
The insights can be used to develop policies for increasing the support of civil servants towards governmental data disclosure.
Originality/value
This study suggests factors of influence to civil servants' behavior intentions to disclose governmental data. It results in a model of factors, specifically for their behavioral intention at the individual level.
Bilal Ahmad, Jingbo Yuan, Naeem Akhtar and Abdul Waheed
This research explores the determinants and consequences of salesperson polychronicity in a business-to-business (B2B) sales environment. Additionally, the study examined the link…
Abstract
Purpose
This research explores the determinants and consequences of salesperson polychronicity in a business-to-business (B2B) sales environment. Additionally, the study examined the link between the antecedents and consequences of salesperson polychronicity using resistance to change (RC) and manager trust in salesperson (MT) as moderators.
Design/methodology/approach
A conceptual framework was developed by testing eight hypotheses based on data collected from 378 salesperson-manager dyads.
Findings
The authors find that opening leader behavior is positively associated with salesperson polychronicity, while closing leader behavior negatively influences salesperson polychronicity. In addition, salesperson polychronicity positively affects service recovery performance and customer-directed organizational citizen behaviors (OCB). Finally, the RC and MT significantly and positively moderate the linkage between the antecedents and consequences of salesperson polychronicity.
Originality/value
This study is original because this is the first study to address polychronicity as an individual trait in a B2B environment where multitasking behavior is of paramount importance.
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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.
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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.
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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.
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