A double-edged sword: the effects of ambidextrous leadership on follower innovative behaviors

Unlocking employee innovative behavior: the role of humble leadership, core self-evaluation, and leader-member exchange

Humble leadership has gained attention in recent years due to its potential impact on employee performance. This study explores the association between humble leadership and follower innovative behavior by investigating the moderating role of core self-evaluation (CSE) and the mediating role of leader-member exchange (LMX). The study uses data from 328 followers and their immediate leaders to test a mediated moderation model. Results show that there is a favorable association between humble leadership and LMX and followers' innovative behavior, particularly pronounced for followers who possess lower levels of CSE. The findings suggest that humble leaders should focus their development efforts on followers with low CSE to achieve complementarity congruity and improved innovation. This research enhances the existing body of knowledge by emphasizing the significance of comprehending the functions of relational procedures and the psychological resources of followers in determining the effectiveness of humble leadership. These findings have practical implications for organizations seeking to enhance their leadership effectiveness and followers' innovative behavior.

Innovation in times of pandemic: The moderating effect of knowledge sharing on the relationship between COVID‐19‐induced job stress and employee innovation

The goal of this study is to examine knowledge sharing as a boundary condition under which employee innovation can be enhanced in response to the job stress induced by the COVID‐19 pandemic. We argue that when stressed employees share knowledge, they can expand their knowledge base and thereby enhance their innovative potential. Consistent with our hypothesis, multiple regression analysis results based on a sample of 61 R&D employees of UK and US technology‐based firms show that knowledge sharing moderated the relationship between COVID‐19‐induced job stress and employee innovation, such that the relationship was negative when knowledge sharing was lower but became positive when knowledge sharing was higher. These findings highlight the importance of investing in knowledge‐based resources to promote innovation behavior at work during a pandemic.

Ambidextrous leadership: a narrative literature review for theory development and directions for future research

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.