Research Seminar series - A Conceptual Replication of Studies on Ambidextrous Leadership: Showcasing a Registered Report Process
A Conceptual Replication of Studies on Ambidextrous Leadership: Showcasing a Registered Report Process
Ambidextrous leadership theory proposes that a leader’s interplay between opening behaviors and closing behaviors enhances followers’ exploration and exploitation behaviors, which ultimately increases innovative outcomes. Previous research that aimed to test the theory suffers from problems with causal interpretation and endogeneity concerns. Two years ago, we decided to constructively replicate previous research and submitted a registered report proposal to The Leadership Quarterly. After several revision rounds, our proposal was accepted and included an experimental design, more rigorous measures, and state-of-the-art data analytical approaches (2SLS). In two randomized experiments (Study 1: N = 395, Study 2: N = 229), we manipulated four leadership styles (opening, closing, ambidextrous, and transformational leadership) and tested their effects on participants’ exploration/exploitation behaviors as well as objective innovation outcomes. We only found partial support for the hypotheses from ambidextrous leadership theory. In my talk, I will not only present the findings, but also share some insights from the registered report process.