How does ambidextrous leadership influence technological innovation performance? An empirical study based on high-tech enterprises

Abstract

The complex and changeable environment calls for entrepreneurs to adopt ambidextrous leadership (AL) strategies to balance the different demands within the organisation. Transformational and transactional leadership are the most widely studied leadership in the field of leadership and are regarded as an effective way to enhance enterprise technological innovation performance (ETIP) by scholars. However, previous studies have overlooked the complementary participation of these two paradoxical leadership behaviours in enterprise management as well as the influence of such complementary participation on employees’ psychological distance (PD). In order to make up for these gaps, this paper uses linear regression analysis, SEM, and ANOVA to explore the influence of AL on ETIP by empirically studying 308 functional department managers in 77 high-tech enterprises in China. The main conclusions are as follows: (1) AL has a significant positive impact on ETIP. (2) The positive impact of AL on ETIP is better than that of single transformational or transactional leadership. (3) PD partially mediates the relationship between AL and ETIP. The finding refines the academic understanding of the relationship between AL, PD, and ETIP, and is enlightening for entrepreneurs to effectively manage their enterprises.

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