Ambidextrous leadership: opening and closing leader behaviours to facilitate idea generation, idea promotion and idea realization

Abstract

The generation of ideas and the subsequent promotion and implementation of these ideas are important for organizational performance. Unfortunately, however, ideas do not always turn into innovations. Based on the ambidexterity theory of leadership for innovation, we argue that both employee idea generation and the relationship between idea generation on the one hand and idea promotion and idea realization on the other, could benefit from leaders who display both opening (fostering exploration) and closing behaviours (fostering exploitation). Results based on dyadic data (N = 201 dyads) partly supported our hypotheses, showing that opening leader behaviours were positively related to idea generation and subsequently to idea promotion and idea realization, and that closing leader behaviours strengthened the relationship between idea generation and idea realization (but not the relationship between idea generation and idea promotion). We discuss how our research contributes to knowledge about ambidextrous leadership and the relationship between idea generation and innovation.

Do Saudi Arabian Leaders Exhibit Ambidextrous Leadership: A Qualitative Examination

“…Followers are provided an opportunity for thinking and functioning independently. They are also encouraged to challenge the status quo (Mascareño et al, 2021;Rosing et al, 2011). 2.…”

“…The theory around AL revolves around the complex interaction between two complementary leadership behaviors—opening and closing (Katou et al, 2021; Mascareño et al, 2021; Rosing et al, 2011). The theory postulates that leaders capable of engaging in both these behaviors would encourage innovative behavior among their teammates (Busola Oluwafemi et al, 2020).…”

“…Closing leaders tend to closely support and monitor actions (de Jong & Den Hartog, 2007; Scott & Bruce, 1994). AL theory suggests that opening leadership behaviors will result in followers’ exploration activities, and closing leaders attempt follower exploitation activities (Mascareño et al, 2021; Zacher & Rosing, 2015). It would now be pertinent to have a discussion about exploration and exploitation in AL.…”

“…As in OA’s case, AI also consists of exploration and exploitation (Floyd & Lane, 2000; Mascareño et al, 2021; Prieto-Pastor & Martin-Perez, 2015) and the flexible switching between the two (Bledow et al, 2009; Rosing et al, 2011). Similarly, Prieto-Pastor and Martin-Perez (2015) found that the ambidextrous leadership style can promote exploration and exploitation.…”

“…The AL theory postulates that the harmonious interaction of exploitation and exploration would effectively promote individual team involvement and innovation (Gerlach et al, 2020; Mascareño et al, 2021; Zacher & Rosing, 2015; Zacher & Wilden, 2014). AL style of leadership would be ideal than a single one (Zacher & Rosing, 2015).…”