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Ambidextrous leadership in innovation management processes : exploring the dynamics of opening and closing leadership behaviors at different levels of the Stage-Gate model

Voigt, Tim (2014) Ambidextrous leadership in innovation management processes : exploring the dynamics of opening and closing leadership behaviors at different levels of the Stage-Gate model.

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Abstract:The following study builds upon a recently proposed theory of ambidextrous leadership for innovation which argues that effective innovation leadership can be achieved by flexibly switching between two different kinds of opposing yet complementary sets of leadership behaviors. The purpose of this study is to extent the existing theory of ambidextrous leadership from Rosing and colleagues by providing a more differentiated view with regard to its most central assumption about how innovation leadership can be described. The research goal was to explore how both types of leadership behaviors alternate over the course of the innovation process. On the basis of the Stage-Gate process model opening and closing leadership behaviors were explored during the innovation process. Results reveal that opening and closing leadership behaviors are both constantly present but occur in different intensity over the course of the innovation process. Thereby findings generally underline the importance of ambidextrous leadership within innovation processes. In addition, the applied model of ambidextrous leadership is further extended by defining and refining existing and new items of ambidextrous leadership behaviors
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration MSc (60644)
Link to this item:http://purl.utwente.nl/essays/66325
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