|
|
|
| Mechanism of Ambidextrous Leadership and Team Ambidexterity Capability:a Mediated-Moderation Model |
| Tong Xing1,Ren Hao1,2 |
| (1.School of Economics and Management，Tongji University；2.Development Institute，Tongji University，Shanghai 200092，China) |
|
|
|
|
Abstract Based on the social cognitive theory, the data from 45 knowledge teams were collected by means of questionnaires to test the mechanism of ambidextrous leadership on team ambidexterity capability. It used mediated-moderation model test procedure to explore the mediation role of team reflexivity and the moderation role of team psychological safety. The results show that: the ambidextrous leadership can significantly predict team ambidexterity capability; team psychological safety plays a mediated-moderation effect in the relationship of ambidextrous leadership on team ambidexterity capability, so the moderating effect of team psychological safety on the relation between ambidextrous leadership and team ambidexterity capability is mediated by team reflexivity. In particular，to teams with higher psychological safety, ambidextrous leadership can more intensely influence their team ambidexterity capability through the mediation of team reflexivity. The research results extend the related research on the ambidextrous leadership and the construction of team ambidexterity capability.
|
|
Received: 19 February 2019
|
|
|
|
|
|
| [1] MESMER-MAGNUS J R, DECHURCH L A. Information sharing and team performance: a meta-analysis[J]. Journal of Applied Psychology, 2009, 94(2): 535-546.[2]GUNDRY L K, OFSTEIN L F, MONLLOR J. Entrepreneurial team creativity: driving innovation from ideation to implementation[J]. Journal of Enterprising Culture, 2016, 24(01):55-77.[3]NARDELLI G. Innovation dialectics: an extended process perspective on innovation in services[J]. Service Industries Journal, 2017, 37(1):1-26.[4]RAISCH S, BIRKINSHAW J. Organizational ambidexterity: antecedents, outcomes, and moderators [J]. Journal of Management, 2008, 3(34): 375-409.[5]ROSING K, FRESE M, BAUSCH A. Explaining the heterogeneity of the leadership-innovation relationship: ambidextrous leadership[J]. The Leadership Quarterly, 2011, 22(5): 956-974.[6]STRANG K D. Leadership substitutes and personality impact on time and quality in virtual new product development projects [J]. Project Management Journal, 2011, 42(1): 73-90.[7]ZACHER H, ROSING K. Ambidextrous leadership and team innovation[J]. Leadership & Organization Development Journal, 2015, 36(1): 54-68.[8]袁庆宏, 张华磊, 王震, 等. 研发团队跨界活动对团队创新绩效的 “双刃剑” 效应——团队反思的中介作用和授权领导的调节作用[J]. 南开管理评论, 2015, 18(3): 13-23.[9]LYUBOVNIKOVA J, LEGOOD A, TURNER N, et al. How authentic leadership influences team performance: the mediating role of team reflexivity[J]. Journal of business Ethics, 2017, 141(1): 59-70.[10] SHIN S J, YUAN F, JING Z. When perceived innovation job requirement increases employee innovative behavior: a sensemaking perspective[J]. Journal of Organizational Behavior, 2017, 38(1): 21-49.[11]NEWMAN A, DONOHUE R, EVA N. Psychological safety: a systematic review of the literature[J]. Human Resource Management Review, 2017, 27(3): 521-535.[12]NG S C H, RUNGTUSANATHAM J M, ZHAO X, et al. Examining process management via the lens of exploitation and exploration: reconceptualization and scale development[J]. International Journal of Production Economics, 2015, 163:1-15.[13]BORGH M V D, SCHEPERS J J L. Do retailers really profit from ambidextrous managers? the impact of frontline mechanisms on new and existing product selling performance[J]. Journal of Product Innovation Management, 2014,31(4): 710-727.[14]HUNTER S T, THOROUGHGOOD C N, MYER A T, et al. Paradoxes of leading innovative endeavors: summary, solutions, and future directions[J]. Psychology of Aesthetics Creativity & the Arts, 2011, 5(1): 54-66. [15]MARCH J G. Exploration and exploitation in organizational learning[J]. Organization Science, 1991, 18(5): 796-812.[16]ZACHER H, ROBINSON A J, ROSING K. Ambidextrous leadership and employees' self-reported innovative performance: the role of exploration and exploitation behaviors[J]. Journal of Creative Behavior, 2014, 509(2): 1-25.[17]MOM T J M, VAN DEN BOSCH F A J, VOLBERDA H W. Investigating managers' exploration and exploitation activities: the influence of top-down, bottom-up, and horizontal knowledge inflows[J]. Journal of Management Studies, 2011, 5(1): 90-105.[18]赵锴, 杨百寅, 李全. 战略领导力、双元性学习与组织创新:一个理论模型的探析[J]. 科学学与科学技术管理, 2016, 37(3):168-180.[19]MEHRABI H, COVIELLO N, RANAWEERA C. Ambidextrous marketing capabilities and performance: how and when entrepreneurial orientation makes a difference[J]. Industrial Marketing Management, 2018, 10(4): 366-383.[20]曲小瑜. 研发团队行为整合和双元创新关系研究——基于学习空间的中介作用和团队反思的调节作用[J]. 研究与发展管理, 2017, 29(4):115-126.[21]江静, 杨百寅. 换位思考、任务反思与团队创造力:领导批判性思维的调节作用[J]. 南开管理评论, 2016, 19(6):27-35.[22]KONRADT U, OTTE K P, SCHIPPERS M C, et al. Reflexivity in teams: a review and new perspectives[J]. J Psychol, 2015, 150(2):153-174.[23]KONRADT U, SCHIPPERS M C, GARBERS Y, et al. Effects of guided reflexivity and team feedback on team performance improvement [J]. European Journal of Work Psychology, 2017, 24(5):1-19.[24]MACCURTAIN S, FLOOD P C, RAMAMOORTHY N, et al. The top management team, reflexivity, knowledge sharing and new product performance: a study of the Irish software industry[J]. Creativity & Innovation Management, 2015, 19(3): 219-232.[25]DREU C K W D. Team innovation and team effectiveness: the importance of minority dissent and reflexivity[J]. European Journal of Work and Organizational Psychology, 2012, 11(3): 285-298.[26]TJOSVOLD D, TANG M M L, WEST M. Reflexivity for team innovation in china-the contribution of goal interdependence[J]. Group & Organization Management, 2014, 29(29): 540-559.[27]SCHIPPERS M C, WEST M A, DAWSON J F. Team reflexivity and innovation: the moderating role of team context[J]. Journal of Management, 2015, 41(3): 769-788.[28]PIETERSE A N, KNIPPENBERG D V, GINKEL W P V. Diversity in goal orientation, team reflexivity, and team performance[J]. Organizational Behavior & Human Decision Processes, 2011, 114(2):153-164.[29]EDMONDSON A. Psychological safety and learning behavior in work teams[J]. Administrative Science Quarterly, 1999, 44(2):350-383.[30]KOOPMANN J, LANAJ K, WANG M, et al. Nonlinear effects of team tenure on team psychological safety climate and climate strength[J]. Journal of Applied Psychology, 2016, 101(7):940-947.[31]FLOYD S W, LANE P J. Strategizing throughout the organization: managing role conflict in strategic renewal[J]. Academy of Management Review, 2000, 25(1):154-177.[32]SINGH N, GOEL A. Self-efficacy and emotional intelligence among creative professionals: a study on gender differences[J]. Learning Community An International Journal of Education & Soci, 2014, 5(1):151-162.[33]DE JONG B A, ELFRING T. How does trust affect the performance of ongoing teams? the mediating role of reflexivity, monitoring, and effort[J]. Academy of Management Journal, 2010, 53(3): 535-549.[34]CAO Q, GEDAJLOVIC E, ZHANG H. Unpacking organizational ambidexterity: dimensions, contingencies, and synergistic effects[J]. Organization Science, 2009, 20(4): 781-796.[35]HOEGL M, PARBOTEEAH K P. Team reflexivity in innovative projects[J]. R & D Management, 2006, 36(2): 113-125.[36]HU L, BENTLER P M. Cutoff criteria for fit indexes in covariance structure analysis: conventional criteria versus new alternatives[J]. Structural equation modeling: a multidisciplinary journal, 1999, 6(1):1-55.[37]MULLER D, JUDD C M, YZERBYT V Y. When moderation is mediated and mediation is moderated[J]. Journal of Personality & Social Psychology, 2005, 89(6):852-63.[38]温忠麟, 侯杰泰, 张雷. 调节效应与中介效应的比较和应用[J]. 心理学报, 2005, 37(2):268-274. [39]AIKEN L S, WEST S.Multiple regressions: testing and interpreting interactions [M]. Newbury Park: Sage, 1991. |
|
|
|
