Ambidextrous leadership and innovation performance: a longitudinal study

Abstract

PurposeThe ambidextrous leadership model specifically describes opening and closing leader behaviors in the innovation process. This paper aims to emphasize the relevance of the ambidextrous leadership model with respect to leadership in innovation processes.Design/methodology/approachIn this longitudinal research design, 54 employees rated the ambidextrous leader behaviors and innovation performance concerning an innovation project over a period of six weeks. Traditional leadership styles (i.e. transformational, transactional, instrumental leadership, leader–member exchange) were assessed at a between-person level to identify their effects with respect to innovation performance.FindingsMultilevel regression analysis results showed that instrumental leadership as well as opening and closing leader behaviors were positively related to innovation performance. By contrast, transformational and transactional leadership as well as leader–member exchange (LMX) did not show significant associations with innovation performance.Originality/valueThe findings support the relevance of specific leader behaviors to the innovation process and therefore underline the importance of the ambidextrous leadership model.