To Be or Not to Be? The Influence of Ambidextrous Leadership Behaviour on Ambidextrous Innovation: A Moderated Mediation Model

Qiao Gao

doi:10.62177/apemr.v3i3.1410

Authors

Qiao Gao Xi’an Polytechnic University

DOI:

https://doi.org/10.62177/apemr.v3i3.1410

Keywords:

Ambidextrous Leadership, Goal Orientation, Ambidextrous Innovation, Voice Endorsement, Social Information Processing Theory

Abstract

Based on the social information processing theory, this research constructed a process model of “ambidextrous leadership-goal orientation-ambidextrous innovation” and examined the moderating role of voice endorsement. An empirical test was conducted with the questionnaire data from 365 hospital staff. An empirical analysis of data from 365 hospital staff questionnaires revealed that: opening leadership behaviour positively affects employees' exploratory innovation, and learning goal orientation mediates the relationship; while closing leadership behaviour positively affects employees' exploitative innovation, and performance goal orientation mediates this relationship. Ambidextrous leadership positively influences exploratory innovation through learning goal orientation, and positively influences exploitative innovation through performance goal orientation. Voice endorsement positively moderates the relationship between opening leadership behaviour and learning goal orientation, and the relationship between closing leadership behaviour and performance goal orientation. Moreover, voice endorsement positively moderates the mediating role of learning goal orientation and performance goal orientation. This research provides insights to promote subordinates’ ambidextrous innovation behaviour and improve organizational management.

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References

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