A daily diary study on ambidextrous leadership and self‐reported employee innovation

By H. Zacher, Ruth G. Wilden. 2014

134 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/7f9c84a0844f28f1aadb52654501220f88b814ad

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Ambidextrous leadership, ambidextrous employee, and the interaction between ambidextrous leadership and employee innovative performance (2018, result): “These findings are also in line with previous studies (Zacher and Rosing 2015; Zacher and Wilden 2014; Zacher et al. 2014) in that leader opening and closing behaviors positively predict employees’ exploration and exploitation behaviors, at individual and team levels of analysis.”
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).”
Leading innovation: Empirical evidence for ambidextrous leadership from UK high-tech SMEs (2020, methodology): “Other researchers have used this approach and have used the product term of opening and closing leadership behaviors to represent ambidextrous leadership (Zacher et al., 2014; Zacher and Wilden, 2014).”
Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness (2019, unknown): “…behaviours, we add to a steadily growing body of research that conceptualizes and observes fluctuations in leadership behaviour over time (Breevaart, Bakker, Demerouti, et al., 2014; Breevaart, Bakker, Hetland, et al., 2014; Breevaart et al. (2016); Breevaart & Bakker, 2017; Zacher & Wilden, 2014).”
Daily within-person effects of job autonomy and work engagement on innovative behaviour: The cross-level moderating role of creative self-efficacy (2017, background): “Equivalently, Zacher and Wilden (2014), who investigated daily leadership behaviours as predictors of self-reported innovative performance, found that 40% of the variability in daily innovation resided within-persons.”