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Ambidextrous leadership involves a combination of behaviours that stimulate employee exploration (�opening behaviour�) and behaviours that facilitate exploitation of ideas (�closing behaviour�). We hypothesized that the interaction between leaders� daily opening and closing behaviours (i.e., ambidextrous leadership) predicts employees� daily self-reported innovative performance. Results based on diary data provided by 113 employees across five work days supported this hypothesis: daily self-reported innovative performance was highest when both daily opening and closing behaviours were high.
