Why does leader attention scope matter for innovation ambidexterity? The mediating role of transformational leadership

Abstract

Purpose The purpose of this paper is to explore the role leader attention plays in the nurture of transformational leadership (TL) behavior, as well as the mechanism by which TL affects innovation ambidexterity, this research empirically studied the relationship between leader attention scope (LAS) and innovation ambidexterity (exploratory innovation and exploitative innovation) through the mediating role of TL. Further, the moderating effect of environmental dynamism (ED) on the relationship between TL and innovation ambidexterity was examined. Design/methodology/approach Empirical study was adopted by distributing questionnaires to high echelon leaders in mainland China to assess related variables. Structural equation modeling was used to examine the relationships of the variables based on the 188 returned questionnaires. Findings The results show that LAS had a positive effect on innovation ambidexterity, and the relationship was partially mediated by TL. ED negatively moderated the relationship between TL and innovation ambidexterity. Practical implications The results suggest that upper echelon leaders receive more unfamiliar, outward-oriented, and source-diverse information to broaden their attention scope. The broad outlook they get obliges them to engage in TL behavior which is beneficial for innovation ambidexterity. Originality/value Based on upper echelons theory, this research reveals the realization mechanism of innovation ambidexterity from the perspectives of leader attention and leadership behavior. This paper avoids the previous research limitation of prevalently employing demographic measurements to substitute for leaders’ psychological processes. The study of LAS also explains the formation mechanism of TL. ED is considered to examine the effectiveness of TL.

The Effect of the Application of Multimedia on Technology Innovation and Entrepreneurial Competitiveness

“…Chen & Fiore (2017) proposed the close relationship between organizational management innovation and corporate technology innovation. Zheng et al (2016) found out positive eff ects of the combination of technology innovation (product and process) and non-technology innovation (organization and marketing) on organizational profi t-making. Garaus et al (2016) included product innovation and process innovation in corporate technology innovation; product innovation could have enterprises keep diff erential advantage from competitors, while process innovation allowed enterprises achieving cost advantage.…”

Transformational Leadership and Innovation at the Lebanese Banking Industry

“…Samad (2012) stated that TL is considered important to organizations as they integrate creative insight, persistence and are sensitive to their employees that prompt changes in management innovation regarding practices and processes. Zheng et al (2016) argued that transformational leader by sharing goals, values and beliefs among team members encourages them to work together effectively and develop innovative ways to succeed. Through the TL, leaders can contribute to the employees' creativity by recognizing individual differences and encouraging more diverse approaches and perspectives (Guo et al, 2016).…”

“…Several leadership styles have been studied, however, the best-known leadership style and the most widely used in leadership literature that linked to innovation is TL (Alnesr and Ramzani, 2019;Michaelis et al, 2010;Zheng et al, 2016). This style plays an essential role in developing the process, structure and climate for firms to become innovative (Chan et al, 2014;Yukl, 2013).…”

“…This style plays an essential role in developing the process, structure and climate for firms to become innovative (Chan et al, 2014;Yukl, 2013). TL develops a team attitude and spirit among members which enhances the generation of new ideas (Zheng et al, 2016). Herrmann and Felfe (2013) pointed out that TL practice can stimulate employees to perceive the new task as a challenge that may foster employees' creativity and develop a creative work environment.…”

“…Previous research has recognized the relationship between TL and innovation (Fontana and Musa, 2017;Zheng et al, 2016). Unfortunately, there is a dearth of empirical research within developing countries specifically Lebanon on this topic.…”