ArticleHeliyon2024
Impact of ambidextrous leadership on innovative work behaviour and employee performance in the IT sector.
Article in Heliyon, 2024. The graph could read no effect estimate from its abstract, so it casts no vote on the map. It has been retracted, and should not be counted. Cited by 2 papers.
What it found
Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.
The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.
Who cites it
2 citing papers in PubMed.
- Learning health system strategies in the AI era.npj health systems · 2025Review
- Exploring how the ambidextrous leadership influences knowledge workers innovative behavior: a two stage SEM-ANN analysis.Frontiers in psychology · 2025Article
Corrections and comments
- Retraction · 2026-03-17Concerns/Issues about Referencing/Attributions · Investigation by Journal/Publisher · Objections by Author(s) · Unreliable Results and/or Conclusions ·
Authors and funding
3 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
The leadership role is crucial for motivating employees to do innovative work and discover new ideas and solutions. The IT sector is known for innovation. However, more studies are needed on the impact of ambidextrous leadership on innovative work behaviour (IWB) in the IT sector. This investigation explores the effects of ambidextrous leadership on innovative work behaviour and employee performance. This study employs a cross-sectional design, in which empirical data is gathered through scales adopted and modified from previous research. A total of 371 employees from IT companies participated in this survey. The selection of participants was carried out using a systematic sampling technique, with the survey being self-administered. In order to examine the structural relationships between opening and closing leadership, IWB, and employee performance, a method known as the partial least square structural equation modelling approach is used using SmartPLS 4.0 software. The findings of this study indicate that ambidextrous leadership has a significant and positive impact on IWB. Furthermore, it is revealed that IWB plays a significant role in influencing employee performance. Moreover, the impact of ambidextrous leadership, followed by innovative work behaviour, is more significant on employee performance. From a practical standpoint, this study offers valuable insights for IT organisations, which are renowned for their innovation but face a high attrition rate within the industry.
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Registered trials
Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.