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| Research on the Trickle-Down Process of Manager Ambidextrous Leadership Behavior in Innovative Enterprises |
| ZHAO Li，LUO Jinlian，HUANG Yueyue，HU Wenan |
| 1.Changzhou University, Changzhou, Jiangsu, China; 2.Tongji University, Shanghai, China;3. Shandong University, Jinan, China |
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Abstract Based on the SOR theory and trickle-down model in leadership areas, through semi-structured interviews with 6senior managers and 20 middle managers matched in 6 innovative enterprises, this study adopts the structured grounding technology to deeply explore the context and process of ambidextrous leadership behavior of senior managers trickling down to middle managers. This study finds that: The operation of innovative enterprises presents contradictory situations, including strategic goal contradiction, learning-oriented contradiction, innovative mode contradiction and power structure contradiction; In the face of organizational contradictory situations, senior managers need to demonstrate ambidextrous leadership and play the complementary role of open excitation and close convergence; There is a trickle-down relationship between ambidextrous leadership of senior-middle managers; There are four steps for the trickle-down of ambidextrous leadership: cognitive recognition, perception filtering, consciousness epiphany and meaning enhancement; The process of trickle-down requires middle managers to be capable of variable vigilance, learning absorption, perception remodeling and tolerance balance.
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Received: 26 September 2021
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