1. //
  2. Start
  3. //
  4. Publikationen
  5. Explaining the Heterogeneity of the Lead...
  6. Formate
  7. //

Explaining the Heterogeneity of the Leadership-Innovation Relationship: Ambidextrous Leadership

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet

Standard

Explaining the Heterogeneity of the Leadership-Innovation Relationship : Ambidextrous Leadership. / Rosing, Kathrin; Frese, Michael; Bausch, Andreas.

in: The Leadership Quarterly, Jahrgang 22, Nr. 5, 10.2011, S. 956–974.

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet

Harvard

Rosing, K, Frese, M & Bausch, A 2011, 'Explaining the Heterogeneity of the Leadership-Innovation Relationship: Ambidextrous Leadership', The Leadership Quarterly, Jg. 22, Nr. 5, S. 956–974. https://doi.org/10.1016/j.leaqua.2011.07.014

APA

Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the Heterogeneity of the Leadership-Innovation Relationship: Ambidextrous Leadership. The Leadership Quarterly, 22(5), 956–974. https://doi.org/10.1016/j.leaqua.2011.07.014

Vancouver

Rosing K, Frese M, Bausch A. Explaining the Heterogeneity of the Leadership-Innovation Relationship: Ambidextrous Leadership. The Leadership Quarterly. 2011 Okt;22(5):956–974. doi: 10.1016/j.leaqua.2011.07.014

Bibtex

@article{21f262513e2248dea2ae6779c3cf3a2e,
title = "Explaining the Heterogeneity of the Leadership-Innovation Relationship: Ambidextrous Leadership",
abstract = "The authors review and meta-analytically integrate the existing literature on leadership and innovation to show a complex and inconsistent picture of this relationship. Current research has mostly neglected the complex nature of innovation processes that leads to changing requirements within these processes. The main requirements of innovation are exploration and exploitation as well as a flexibility to switch between those two activities. The authors propose an ambidexterity theory of leadership for innovation that specifies two complementary sets of leadership behavior that foster exploration and exploitation in individuals and teams – opening and closing leader behaviors, respectively. We call this ambidextrous leadership because it utilizes opening and closing leader behaviors and switches between them to deal with the ever-changing requirements of the innovation process. Routes to ambidextrous leadership and opportunities for future research on leadership and innovation are discussed.",
keywords = "Business psychology, ambidexterity, flexibility, Ambidexterity, Flexibility, Innovation, Leadership, Entrepreneurship",
author = "Kathrin Rosing and Michael Frese and Andreas Bausch",
year = "2011",
month = oct,
doi = "10.1016/j.leaqua.2011.07.014",
language = "English",
volume = "22",
pages = "956–974",
journal = "Leadership Quarterly",
issn = "1048-9843",
publisher = "Elsevier B.V.",
number = "5",

}

RIS

TY - JOUR

T1 - Explaining the Heterogeneity of the Leadership-Innovation Relationship

T2 - Ambidextrous Leadership

AU - Rosing, Kathrin

AU - Frese, Michael

AU - Bausch, Andreas

PY - 2011/10

Y1 - 2011/10

N2 - The authors review and meta-analytically integrate the existing literature on leadership and innovation to show a complex and inconsistent picture of this relationship. Current research has mostly neglected the complex nature of innovation processes that leads to changing requirements within these processes. The main requirements of innovation are exploration and exploitation as well as a flexibility to switch between those two activities. The authors propose an ambidexterity theory of leadership for innovation that specifies two complementary sets of leadership behavior that foster exploration and exploitation in individuals and teams – opening and closing leader behaviors, respectively. We call this ambidextrous leadership because it utilizes opening and closing leader behaviors and switches between them to deal with the ever-changing requirements of the innovation process. Routes to ambidextrous leadership and opportunities for future research on leadership and innovation are discussed.

AB - The authors review and meta-analytically integrate the existing literature on leadership and innovation to show a complex and inconsistent picture of this relationship. Current research has mostly neglected the complex nature of innovation processes that leads to changing requirements within these processes. The main requirements of innovation are exploration and exploitation as well as a flexibility to switch between those two activities. The authors propose an ambidexterity theory of leadership for innovation that specifies two complementary sets of leadership behavior that foster exploration and exploitation in individuals and teams – opening and closing leader behaviors, respectively. We call this ambidextrous leadership because it utilizes opening and closing leader behaviors and switches between them to deal with the ever-changing requirements of the innovation process. Routes to ambidextrous leadership and opportunities for future research on leadership and innovation are discussed.

KW - Business psychology

KW - ambidexterity

KW - flexibility

KW - Ambidexterity

KW - Flexibility

KW - Innovation

KW - Leadership

KW - Entrepreneurship

UR - http://www.scopus.com/inward/record.url?scp=80052967171&partnerID=8YFLogxK

U2 - 10.1016/j.leaqua.2011.07.014

DO - 10.1016/j.leaqua.2011.07.014

M3 - Journal articles

VL - 22

SP - 956

EP - 974

JO - Leadership Quarterly

JF - Leadership Quarterly

SN - 1048-9843

IS - 5

ER -

In der gleichen Zeitschrift

Age and leadership: The moderating role of legacy beliefs

Zacher, H., Rosing, K. & Frese, M., 02.2011, in: The Leadership Quarterly. 22, 1, S. 43-50 8 S.

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet

Culture specific and crossculturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed?

Den Hartog, D. N., House, R. J., Hanges, P. J., Antonio Ruiz-Quintanilla, S., Dorfman, P. W., Abdalla, I. A., Adetoun, B. S., Aditya, R. N., Agourram, H., Akande, A., Akande, B. E., Akerblom, S., Altschul, C., Alvarez-Backus, E., Andrews, J., Arias, M. E., Arif, M. S., Ashkanasy, N. M., Asllani, A., Audia, G., Bakacsi, G., Bendova, H., Beveridge, D., Bhagat, R. S., Blacutt, A., Bao, J., Bodega, D., Bodur, M., Booth, S., Booysen, A. E., Bourantas, D., Brenk, K., Brodbeck, F., Carl, D. E., Castel, P., Chang, C. C., Chau, S., Cheung, F., Chhokar, J. S., Chiu, J., Cosgriff, P., Dastmalchian, A., Coleta, J. A. D., Coleta, M. F. D., Deneire, M., Dickson, M., Donnelly-Cox, G., Earley, C., Elgamal, M. A. E., Erez, M., Falkus, S., Fearing, M., Field, R. H. G., Fimmen, C., Frese, M., Fu, P., Gorsler, B., Gratchev, M. V., Gupta, V., Gutierrez, C., Hartanto, F. M., Hauser, M., Holmberg, I., Holzer, M., Hoppe, M., Howell, J. P., Ibrieva, E., Ickis, J. C., Ismail, Z., Jarmuz, S., Javidan, M., Jesuino, J. C., Ji, L., Jone, K. Y., Jones, G., Jorbenadse, R., Kabasakal, H., Keating, M., Keller, A., Kennedy, J. C., Kim, J. S., Kipiani, G., Kipping, M., Konrad, E., Koopman, P. L., Kuan, F. Y., Kurc, A., Lacassagne, M. F., Lee, S. M., Leeds, C., Leguizamon, F., Lindell, M., Lobell, J., Luthans, F., Maczynski, J., Mansor, N., Martin, G., Martin, M., Martinez, S. M., Messallam, A., McMillen, C., Misumi, E., Misumi, J., Al-Homoud, M., Ngin, P. M., O’Connell, J., Ogliastri, E., Papalexandris, N., Peng, T. K., Preziosa, M. M., Prieto, J. M., Rakitsky, B., Reber, G., Rogovsky, N., Roy-Bhattacharya, J., Rozen, A., Sabadin, A., Sahaba, M., De Bustamante, C. S., Santana-Melgoza, C., Sauers, D. A., Schramm-Nielsen, J., Schultz, M., Shi, Z., Sigfrids, C., Song, K. C., Szabo, E., Teo, A. C., Thierry, H., Tjakranegara, J. H., Trimi, S., Tsui, A. S., Ubolwanna, P., Van Wyk, M. W., Vondrysova, M., Weibler, J., Wilderom, C., Wu, R., Wunderer, R., Yakob, N. R. N., Yang, Y., Yin, Z., Yoshida, M. & Zhou, J., 01.06.1999, in: Leadership Quarterly. 10, 2, S. 219-256 38 S.

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet

Weitere Publikationen dieser Person(en)

Creativity in entrepreneurship: Dancing between nothing and structure

Hubner-Benz, S. & Frese, M., 01.01.2023, Handbook of Organizational Creativity: Leadership, Interventions, and Macro Level Issues. Reiter-Palmon, R. & Hunter, S. (Hrsg.). Second Edition Aufl. Elsevier B.V., S. 377-392 16 S.

Publikation: Beiträge in Sammelwerken › Kapitel › begutachtet

Different ways lead to ambidexterity: Configurations for team innovation across China, India, and Singapore

Deng, W., Hubner-Benz, S., Frese, M. & Song, Z., 01.06.2023, in: Journal of International Management. 29, 3, 101027.

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet

An Asia-centric approach to team innovation: Cultural differences in exploration and exploitation behavior

Hubner, S., Frese, M., Song, Z., Tripathi, N., Kaschner, T. & Le Kong, X., 01.01.2022, in: Journal of Business Research. 138, S. 408-421 14 S.

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet

Evidence-Based Management

Mensmann, M., Rousseau, D. M. & Frese, M., 12.2022, Handbook of Philosophy of Management. Neesham, C., Reihlen, M. & Schoeneborn, D. (Hrsg.). Cham: Springer Nature Switzerland AG, S. 39-54 16 S. (Handbooks in Philosophy).

Publikation: Beiträge in Sammelwerken › Kapitel

Evidence-Based Management and Organisational Reality: Reducing Knowledge/Action Tensions through Reflection

Mensmann, M., Rousseau, D. M. & Frese, M., 15.12.2022, Handbook of Philosophy of Management. Neesham, C., Reihlen, M. & Schoeneborn, D. (Hrsg.). Cham: Springer Nature Switzerland AG, S. 1-16 16 S. (Handbooks in Philosophy).

Publikation: Beiträge in Sammelwerken › Kapitel

DOI