Innovation climate mediating complexity leadership and ambidexterity

Abstract

Purpose

The purpose of this paper is to investigate the relationship between complexity leadership and contextual ambidexterity as well as the mediating effect of organisational innovation climate in this link. This study is an answer to a call on which leadership approach and mediating factors can meet today’s seemingly contradictory challenges of efficiently managing business demands, while simultaneously searching for new opportunities.

Design/methodology/approach

The researchers analysed 1,204 usable survey responses from employees of South African organisations. Analysis was in the form of structural equation modelling. Mediation analysis was carried out on estimates of the indirect effect.

Findings

Results show that complexity leadership was a strong predictor of innovation climate; in turn, innovation climate positively impacts exploratory innovation by 64 per cent; complexity leadership and innovation climate positively affect exploitation by 57 per cent. The innovation climate plays a total mediator role between complexity leadership and exploratory innovation and a partial effect on exploitation.

Practical implications

This study gives human resource management (HRM) insight into strategically directing leadership recruitment and development towards creating an organisational climate to enhance ambidexterity. HRM must conduct regular climate surveys to ascertain whether current leadership is creating an environment that enables exploratory and exploitative innovation.

Originality/value

The authors’ contribution includes a theoretical contribution to the emerging field of complexity leadership by offering conceptual as well as empirical evidence of its role in ambidexterity. This study extends previous research in highlighting organisational climate’s mediating role of being open to new ideas to enable exploratory innovation.

Citation

Diesel, R. and Scheepers, C.B. (2019), "Innovation climate mediating complexity leadership and ambidexterity", Personnel Review, Vol. 48 No. 7, pp. 1782-1808. https://doi.org/10.1108/PR-11-2018-0445