Ambidextrous leadership for innovation: The influence of culture.

Research output: Contributions to collected editions/worksContributions to collected editions/anthologiesResearch

Standard

Ambidextrous leadership for innovation: The influence of culture. / Bledow, Ronald; Frese, Michael; Mueller, Verena.
Advances in Global Leadership. ed. / William H. Mobley; Ming Li; Ying Wang. Vol. 6 Bingley : Emerald Publishing Limited, 2011. p. 41-69 (Advances in Global Leadership; Vol. 6).

Research output: Contributions to collected editions/worksContributions to collected editions/anthologiesResearch

Harvard

Bledow, R, Frese, M & Mueller, V 2011, Ambidextrous leadership for innovation: The influence of culture. in WH Mobley, M Li & Y Wang (eds), Advances in Global Leadership. vol. 6, Advances in Global Leadership, vol. 6, Emerald Publishing Limited, Bingley , pp. 41-69. https://doi.org/10.1108/S1535-1203(2011)0000006006

APA

Bledow, R., Frese, M., & Mueller, V. (2011). Ambidextrous leadership for innovation: The influence of culture. In W. H. Mobley, M. Li, & Y. Wang (Eds.), Advances in Global Leadership (Vol. 6, pp. 41-69). (Advances in Global Leadership; Vol. 6). Emerald Publishing Limited. https://doi.org/10.1108/S1535-1203(2011)0000006006

Vancouver

Bledow R, Frese M, Mueller V. Ambidextrous leadership for innovation: The influence of culture. In Mobley WH, Li M, Wang Y, editors, Advances in Global Leadership. Vol. 6. Bingley : Emerald Publishing Limited. 2011. p. 41-69. (Advances in Global Leadership). doi: 10.1108/S1535-1203(2011)0000006006

Bibtex

@inbook{bc2f07110d0744feac0577141c8f27cf,
title = "Ambidextrous leadership for innovation: The influence of culture.",
abstract = "We develop a new look on leadership for innovation and propose that effective leaders alternate between a broad range of behaviors and tune their approach to the changing demands of innovation. This is referred to as ambidextrous leadership. As the importance of different leader behaviors varies not only across time but also across contexts, ambidextrous leadership takes different shapes depending on contextual conditions. We discuss culture as an important contextual condition that holds implications for effective ambidextrous leadership. Cultures have different strengths and weaknesses for innovation that can be leveraged or compensated. We use the cultural characteristics identified by the GLOBE project to discuss how leaders can take culture into account when leading for innovation.",
keywords = "Business psychology, Entrepreneurship",
author = "Ronald Bledow and Michael Frese and Verena Mueller",
year = "2011",
doi = "10.1108/S1535-1203(2011)0000006006",
language = "English",
isbn = "978-0-85724-467-3",
volume = "6",
series = "Advances in Global Leadership",
publisher = "Emerald Publishing Limited",
pages = "41--69",
editor = "Mobley, {William H.} and Ming Li and Ying Wang",
booktitle = "Advances in Global Leadership",
address = "United Kingdom",

}

RIS

TY - CHAP

T1 - Ambidextrous leadership for innovation

T2 - The influence of culture.

AU - Bledow, Ronald

AU - Frese, Michael

AU - Mueller, Verena

PY - 2011

Y1 - 2011

N2 - We develop a new look on leadership for innovation and propose that effective leaders alternate between a broad range of behaviors and tune their approach to the changing demands of innovation. This is referred to as ambidextrous leadership. As the importance of different leader behaviors varies not only across time but also across contexts, ambidextrous leadership takes different shapes depending on contextual conditions. We discuss culture as an important contextual condition that holds implications for effective ambidextrous leadership. Cultures have different strengths and weaknesses for innovation that can be leveraged or compensated. We use the cultural characteristics identified by the GLOBE project to discuss how leaders can take culture into account when leading for innovation.

AB - We develop a new look on leadership for innovation and propose that effective leaders alternate between a broad range of behaviors and tune their approach to the changing demands of innovation. This is referred to as ambidextrous leadership. As the importance of different leader behaviors varies not only across time but also across contexts, ambidextrous leadership takes different shapes depending on contextual conditions. We discuss culture as an important contextual condition that holds implications for effective ambidextrous leadership. Cultures have different strengths and weaknesses for innovation that can be leveraged or compensated. We use the cultural characteristics identified by the GLOBE project to discuss how leaders can take culture into account when leading for innovation.

KW - Business psychology

KW - Entrepreneurship

UR - http://www.scopus.com/inward/record.url?scp=80052968106&partnerID=8YFLogxK

U2 - 10.1108/S1535-1203(2011)0000006006

DO - 10.1108/S1535-1203(2011)0000006006

M3 - Contributions to collected editions/anthologies

SN - 978-0-85724-467-3

VL - 6

T3 - Advances in Global Leadership

SP - 41

EP - 69

BT - Advances in Global Leadership

A2 - Mobley, William H.

A2 - Li, Ming

A2 - Wang, Ying

PB - Emerald Publishing Limited

CY - Bingley

ER -

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