Ambidextrous leadership: opening and closing leader behaviours to facilitate idea generation, idea promotion and idea realization

The generation of ideas and the subsequent promotion implementation these are important for organizational performance. Unfortunately, however, do not always turn into innovations. Based on ambidexterity theory leadership innovation, we argue that both employee idea relationship between one hand realization other, could benefit from leaders who display opening (fostering exploration) closing behaviours exploitation). Results based dyadic data (N = 201 dyads) partly supported our hypotheses, showing leader were positively related to subsequently realization, strengthened (but promotion). We discuss how research contributes knowledge about ambidextrous innovation.