Influential Article Review: The Relation of Ambidextrous Management with Workforce Creative Results

Abstract

This paper examines management. We present insights from a highly influential paper. Here are the highlights from this paper: Leader opening and closing behaviors are assumed to foster high levels of employee exploration and exploitation behaviors, hence motivating employee innovative performance. Applying the ambidexterity theory of leadership for innovation, results revealed that leader opening and closing behaviors positively predicted employee exploration and exploitation behaviors, respectively, above and beyond the control variables. Moreover, results showed that employee innovative performance was significantly predicted by leader opening behavior, leader closing behavior, and the interaction between leaders’ opening and closing behaviors, above and beyond control variables. For our overseas readers, we then present the insights from this paper in Spanish, French, Portuguese, and German.