Please use this identifier to cite or link to this item: https://doi.org/10.1016/j.leaqua.2011.07.014
DC FieldValue
dc.titleExplaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership
dc.contributor.authorRosing, K.
dc.contributor.authorFrese, M.
dc.contributor.authorBausch, A.
dc.date.accessioned2013-10-09T09:13:54Z
dc.date.available2013-10-09T09:13:54Z
dc.date.issued2011
dc.identifier.citationRosing, K., Frese, M., Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership. Leadership Quarterly 22 (5) : 956-974. ScholarBank@NUS Repository. https://doi.org/10.1016/j.leaqua.2011.07.014
dc.identifier.issn10489843
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/44547
dc.description.abstractThe authors review and meta-analytically integrate the existing literature on leadership and innovation to show a complex and inconsistent picture of this relationship. Current research has mostly neglected the complex nature of innovation processes that leads to changing requirements within these processes. The main requirements of innovation are exploration and exploitation as well as a flexibility to switch between those two activities. The authors propose an ambidexterity theory of leadership for innovation that specifies two complementary sets of leadership behavior that foster exploration and exploitation in individuals and teams - opening and closing leader behaviors, respectively. We call this ambidextrous leadership because it utilizes opening and closing leader behaviors and switches between them to deal with the ever-changing requirements of the innovation process. Routes to ambidextrous leadership and opportunities for future research on leadership and innovation are discussed. © 2011 Elsevier Inc.
dc.description.urihttp://libproxy1.nus.edu.sg/login?url=http://dx.doi.org/10.1016/j.leaqua.2011.07.014
dc.sourceScopus
dc.subjectAmbidexterity
dc.subjectFlexibility
dc.subjectInnovation
dc.subjectLeadership
dc.typeArticle
dc.contributor.departmentMANAGEMENT AND ORGANISATION
dc.description.doi10.1016/j.leaqua.2011.07.014
dc.description.sourcetitleLeadership Quarterly
dc.description.volume22
dc.description.issue5
dc.description.page956-974
dc.description.codenLEQUE
dc.identifier.isiut000295391900011
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