The Impact of Ambidextrous Leadership and Organizational Innovation Climate on Innovation Performance
Keywords:
ambidextrous leadership, open leadership, conservative leadership, organizational innovation climate, innovation performanceAbstract
Amid rapid economic transformation and intensifying competition, continuous innovation is vital for sustainable advantage. This study examines (1) whether ambidextrous leadership—integrating open and conservative styles—affects employee innovation performance, and (2) how organizational innovation climate influences that relationship. The researcher surveyed 405 employees at new energy vehicle firms in Xi’an, China, using validated scales for open leadership, conservative leadership, innovation climate, and self-reported innovation performance. Pearson correlations and structural equation modeling tested the hypotheses. Results showed that both leadership dimensions significantly enhance innovation performance: open leadership fosters ideation and risk-taking, while conservative leadership provides the structure and resources needed for implementation. Additionally, a supportive innovation climate—marked by transparent communication, managerial encouragement, and resource availability—amplifies these effects. These findings highlight the need for leaders to balance exploratory and exploitative behaviors and for organizations to cultivate climates that encourage experimentation and collaboration. Practical recommendations include training leaders in situational ambidexterity and designing policies that reinforce open dialogue and resource support. Limitations include the cross-sectional design, self-report measures, and focus on a single industry and locale. Future research should adopt longitudinal, multi-source approaches and explore these dynamics in varied cultural and sectoral contexts.
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