The Interplay of Leadership Behaviors and Employee Ambidexterity for Innovative Performance

Abstract

Ambidexterity is a prominent topic in management research; however, previous studies have often been fragmented and lack a comprehensive framework (Andriopoulos & Lewis, 2009; Birkinshaw & Gibson, 2004). This study addresses the need for further research on the role of human resources and organizational factors in ambidexterity. We examine relevant findings across different research streams to contribute to the literature on HR and ambidexterity (Amniattalab & Ansari, 2016; Benitez et al., 2018). This research explores how exploration and exploitation contribute to ambidextrous firms and emphasizes the importance of balancing these approaches for organizational success (March, as cited in Andriopoulos & Lewis, 2009). Specifically, this study investigates how leaders' opening and closing behaviors influence employees' exploration and exploitation activities, and how this interaction fosters innovative performance (Boumgarden et al., 2012; Bican & Brem, 2020).