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The effect of ambidextrous leadership on self-reported innovative performance in manufacturing

Wolters, R. (2021) The effect of ambidextrous leadership on self-reported innovative performance in manufacturing.

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Abstract:This thesis has studied the effect of ambidextrous leadership on the innovative performance of employees. Organizational ambidexterity is the ability of an organization to explore and exploit simultaneously. Ambidextrous leadership consists of opening and closing leadership behaviour and is about the capability of a leader to switch between both behaviours. Previous research on ambidextrous leadership has been done in fast changing environments and highly educated managers. This thesis has focussed on lower management in a slow changing environment, manufacturing. It was found that there is a significant positive effect of opening leadership behaviour on the innovative performance of employees. Closing leadership behaviour shows no significant effect, also no significant interaction effect was found.
Item Type:Essay (Master)
Clients:
TenCate Grass, Nijverdal, Netherlands
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/87994
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