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The third part is ambidextrous employee that comprises two dimensions, namely exploration and exploitation behaviors.
Therefore, these strategies can assist the proposed algorithm to switch between exploration and exploitation behaviors more effectively.
Leader opening and closing behaviors at a high level can generate employee exploration and exploitation behaviors at a high level.
These should be gained through training leaders in ambidextrous leadership behaviors and through encouraging exploration and exploitation behaviors among employees.
It is a believed that employees would engage in exploration and exploitation behaviors when leadership styles are stimulating their exploration behaviors and facilitating their exploitation of ideas.
Leader opening and closing behaviors are assumed to foster high levels of employee exploration and exploitation behaviors, hence motivating employee innovative performance.
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Cronbach's alphas for two scales were.85 for exploration behavior and.83 for exploitation behavior.
H2: There is a positive relationship between leader closing behavior and employee exploitation behavior.
Employee exploitation behavior was positively and significantly associated with employee innovative performance (r = .55, P < .01).01
Moreover, employee exploitation behavior was predicted by gender (β = − .21, P < .01) and leader opening behavior (β = .25, P < .05).05
1144.2 350.62.13 000 LOB leader opening behavior, LCB leader closing behavior, ERB employee exploration behavior, EIB employee exploitation behavior, EIP employee innovative performance.
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