Ambidextrous leadership and team innovation

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Ambidextrous leadership, ambidextrous employee, and the interaction between ambidextrous leadership and employee innovative performance (2018, background): “Therefore, the ambidexterity theory of leadership for innovation claims that opening leadership behavior results in subordinates exploitation activities (Zacher and Rosing 2015; Rosing et al. 2011).”
Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness (2019, positive): “These findings have been replicated at the between-person level (Zacher, Robinson, & Rosing, 2016) and at the team level (Zacher & Rosing, 2015).”
Individual ambidexterity: the duality of exploration and exploitation and its relationship with innovative performance (2017, background): “Initial evidence supports the notion that ambidextrous leadership promotes innovative performance at the individual (Zacher & Wilden, 2014) and team levels (Zacher & Rosing, 2015).”
Leadership for organizational adaptability: A theoretical synthesis and integrative framework (2018, neutral): “…Quarterly (2018), https://doi.org/10.1016/j.leaqua.2017.12.009 et al., 2011; Turner, Swart, and Maylor, 2013; Zacher, Robinson, and Rosing, 2016; Zacher and Rosing, 2015), dynamic capabilities (Chen and Chang, 2013; Eisenhardt and Martin, 2000; Martin, 2011; Teece, 2016), leadership and…”