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Ambidextrous Leadership in the Innovation Process

In: Innovation and International Corporate Growth

Author

Listed:
  • Kathrin Rosing

    (University of Giessen)

  • Nina Rosenbusch

    (University of Giessen)

  • Michael Frese

    (University of Giessen)

Abstract

Innovation research is full of paradoxes. Bledow, Frese, Anderson, Erez, and Farr (2009) summarize several kinds of conflicting demands inherent to the innovation process and demonstrate the commonness of tensions within this process. The main paradoxes of innovation are probably achieving a balance of new and old activities, of structured and chaotic activities, and of uncertain and reliable activities. All these activities map onto ambidexterity – the ability to achieve a balance of exploration and exploitation. In this chapter, we will argue that ambidexterity is required within the innovation process, not only on the organizational level but also for each individual person involved in an innovation process. Leaders in the context of innovation need to be able to support subordinates in their attempts to act ambidextrously – by ambidextrous leadership.

Suggested Citation

  • Kathrin Rosing & Nina Rosenbusch & Michael Frese, 2010. "Ambidextrous Leadership in the Innovation Process," Springer Books, in: Alexander Gerybadze & Ulrich Hommel & Hans W. Reiners & Dieter Thomaschewski (ed.), Innovation and International Corporate Growth, pages 191-204, Springer.
    • Handle: RePEc:spr:sprchp:978-3-642-10823-5_12
    DOI: 10.1007/978-3-642-10823-5_12
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    Cited by:

    1. Busola Oluwafemi, Tolulope & Mitchelmore, Siwan & Nikolopoulos, Konstantinos, 2020. "Leading innovation: Empirical evidence for ambidextrous leadership from UK high-tech SMEs," Journal of Business Research, Elsevier, vol. 119(C), pages 195-208.
    2. Deng, Wei & Hubner-Benz, Sylvia & Frese, Michael & Song, Zhaoli, 2023. "Different ways lead to ambidexterity: Configurations for team innovation across China, India, and Singapore," Journal of International Management, Elsevier, vol. 29(3).
    3. Jonas Hermann Schulze & Felix Pinkow, 2020. "Leadership for Organisational Adaptability: How Enabling Leaders Create Adaptive Space," Administrative Sciences, MDPI, vol. 10(3), pages 1-23, June.
    4. Foglia, Emanuela & Ferrario, Lucrezia & Lettieri, Emanuele & Porazzi, Emanuele & Gastaldi, Luca, 2019. "What drives hospital wards’ ambidexterity: Insights on the determinants of exploration and exploitation," Health Policy, Elsevier, vol. 123(12), pages 1298-1307.

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