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. Unfortunately, previous research suffers from problems with causal interpretation and endogeneity concerns threatening the validity of the theory. Our aim was to constructively replicate previous research with 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. We discuss implications in terms of refining central concepts of the theory and offering more accurate assumptions about timing. We also elaborate on more general insights from our constructive replication studies for the leadership field.

双元领导理论认为，领导者开放行为和封闭行为之间的相互作用增强了追随者的探索和利用行为，最终增加了创新成果。不幸的是，之前的研究存在因果解释和内生性问题威胁着理论的有效性。我们的目标是通过实验设计、更严格的措施和最先进的数据分析方法 (2SLS) 建设性地复制以前的研究。在两项随机实验中（研究 1：N  = 395，研究 2：N = 229），我们操纵了四种领导风格（开放型、封闭型、灵巧型和变革型领导），并测试了它们对参与者探索/利用行为以及客观创新成果的影响。我们只找到了对双元领导理论假设的部分支持。我们讨论了提炼理论核心概念并提供有关时间的更准确假设的含义。我们还从领导力领域的建设性复制研究中阐述了更普遍的见解。