Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/194825
Authors: 
Alghamdi, Faris
Year of Publication: 
2018
Citation: 
[Journal:] Journal of Innovation and Entrepreneurship [ISSN:] 2192-5372 [Volume:] 7 [Year:] 2018 [Issue:] 1 [Pages:] 1-14
Abstract: 
Leader opening and closing behaviors are assumed to foster high levels of employee exploration and exploitation behaviors, hence motivating employee innovative performance. Applying the ambidexterity theory of leadership for innovation, results revealed that leader opening and closing behaviors positively predicted employee exploration and exploitation behaviors, respectively, above and beyond the control variables. Moreover, results showed that employee innovative performance was significantly predicted by leader opening behavior, leader closing behavior, and the interaction between leaders' opening and closing behaviors, above and beyond control variables.
Subjects: 
Ambidextrous leadership
Ambidextrous employee
Employee innovative performance
Persistent Identifier of the first edition: 
Creative Commons License: 
https://creativecommons.org/licenses/by/4.0/
Document Type: 
Article
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