| As tne arrival of the third industrial revolution, new economy mode is spreading rapidly across the global business system. The technological and commercial evolution will affect the grow path of industry and the development strategy of enterprises. After the rapid development lasting almost 40 years, more trouble appears in China’s economic growth. The pressure from industrial upgrade is increased and the new industries is under cultivation. Under the double constraints of the global economic environment and itself economic growth, China’s economic has been entering the crucial times of comprehensively deepen reformation. Enterprises in China is facing more complicated development environment and more tremendous growth pressure. To build a company that would endure is the perpetual theme that all enterprises face, as well as the primary subject that China’s enterprises need to carefully thinking. As the core element of facilitating endogenous economic growth, technology plays an important role in the revolution process of industry and enterprise evolution. To maintain the strategic balance of different technology innovation patterns in the enterprise by great vision is the foundation of facilitating the combination of short-term revenue and long-term competitiveness.It has been an important research theme to study ambidextrous innovation, namely exploratory innovation and exploitative innovation. Exploratory innovation is future-oriented, which refers to the technological innovation activities with experimentation, flexibility, transformation and risk. The aim of exploratory innovation is to satisfy the emergent market and get long-term competitive force. Exploitative innovation refers to the technological innovation activities aiming to increase productivity and improve product quality, in order to satisfy the current market. The combination of exploratory innovation and exploitative innovation in an organization is termed innovation ambidexterity.innovation ambidexterity provides new strategy thoughts for enterprises’ long-term survival and development. Therefore, to reveal the realization mechanism will be an important topic for domestic and foreign scholars.Upper echelons theory suggests that organizational strategic choice and performance is the reflection of the thoughts of upper level managers. Many researches has discussed the formation mechanism of innovation ambidexterity. In the research field of leadership, transformational leadership has caused the extensive concern of scholars. Nevertheless, it has not been articulated that whether transformational leadership can promote innovation ambidexterity effectively. The effect innovation ambidexterity exert on enterprise performance has been debated for years. Meanwhile, scholars consider that transformational leadership are positive to affect various outcomes on the level of organization, team or individuals. However, few studies has systematically discussed the formation mechanism and the effect factors of transformational leadership, which leads to the lack of theoretical guidance for the selection and training of effective leaders. Therefore, it has strong theory value and application value to reveal the formation mechanism of transformational leadership and their effects on innovation ambidexterity.The theory of planned behavior points out that behaviors and behavioral intentions are strongly influenced by people’s attitudes, subjective norms, and perceived control. This study takes leader attention scope, ambidextrous organizational culture and leadership self-efficacy as the reflection elements of behavioral attitudes, subjective norms, and perceived control. Broader attention scope says that leaders pay attention to information from channels that are unfamiliar, out-oriented, and source-diverse, which may affect the individual’behavioral attitudes. Ambidextrous organizational culture means that adhocracy culture and hierarchy culture can organically coexist in an enterprise, which is considered as a subjective norms factor that represents the environmental pressure for individuals to practice specific actions. Leadership self-efficacy is the extent that leaders are confident on their leadership ability, which is a perceived control factor. This article respectively investigates the effects leader attention scope, ambidextrous organizational culture and leadership self-efficacy exerting on ambidexterity. Meanwhile, based on the upper echelons theory and organizational culture views, the research studies the mechanism leader attention scope and ambidextrous organizational culture affecting innovation ambidexterity through the intermediary of transformational leadership. The research has important theoretical value for explaining the formation of transformational leadership as well as the realization of innovation ambidexterity, which made a certain contribution to the research of technological innovation, leadership and organizational culture.Taking the relationship between transformational leadership and innovation ambidexterity as the main line, based on upper echelons theory, the theory of planned behavior and the viewpoints of transformational leadership, attention-based view, organizational culture, leadership self-efficacy, this article conducts four studies:(1) to investigate the mechanism transformational leadership affecting innovation ambidexterity by taking environment dynamism as the moderator, and study the effect innovation ambidexterity exerting on firm performance; (2) to investigate the effect leader attention scope on transformational leadership and innovation ambidexterity, then analyze the mediating effect of transformational leadership between leader attention scope and innovation ambidexterity; (3) to investigate the effect ambidextrous organizational culture on transformational leadership and innovation ambidexterity, then analyze the mediating effect of transformational leadership between ambidextrous organizational culture and innovation ambidexterity; (4) examine the effect leadership self-efficacy on transformational leadership, as well as the moderating effects leadership self-efficacy on the relationship between leader attention scope and innovation ambidexterity, ambidextrous organizational culture and innovation ambidexterity. By the above four studies, this research will reveal the formation mechanism of transformational leadership and the realization mechanism and performance of innovation ambidexterity.This study applies questionnaire investigation method and empirical approach to examine related hypotheses. The conclusions are as following:(1) Transformational leadership has positive effect on innovation ambidexterity, and the relationship is moderated by environmental dynamism. The positive effect of transformational leadership on innovation ambidexterity is higher when environmental dynamism is higher. Innovation ambidexterity is good for the improvement of innovation performance and financial performance. The empirical results can enrich the research on relationship between leadership behavior and technological innovation. It is also innovative to perfect the realizing mechanism of innovation ambidexterity from the perspective of leadership. (2) Broad scope in leader attention has a positive relationship with innovation ambidexterity, while transformational leadership mediates the relationship between leader attention scope and innovation ambidexterity. This conclusion directly verifies the effect leaders’cognitive factors on firms’technological innovation, which adds to the researching lack of upper echelons theory. This result verifies the effect leader’s psychological process on technological innovation, which extends the application of upper echelons theory, and reveals the realizing mechanism of innovation ambidexterity from leader cognition perspective. (3) Ambidextrous organizational culture has a positive relationship with innovation ambidexterity, while transformational leadership mediates the relationship between ambidextrous organizational culture and innovation ambidexterity. This conclusion explains the unity of opposites between adhocracy culture and hierarchy culture, as well as the intrinsic consistency of organizational culture and leadership. The result shows that internal situation has positive effect on technological innovation, and provide a new perspective for understanding the relationship between organizational culture and innovation ambidexterity. (4) Leader attention scope, ambidextrous organizational culture and leadership self-efficacy have positive effects on transformational leadership behavior, while the positive effect of leader attention scope on transformational leadership is higher when leadership self-efficacy is higher. The moderating effect leadership self-efficacy on the relationship between ambidextrous organizational culture and transformational leadership is not verified. Aiming at the specific problem of transformational leadership, this conclusion verifies the theoretical framework of the theory of planned behavior, which says that leaders’ behavioral attitudes, subjective norms, and perceived control have positive effects on transformational leadership behavior. The study also combs the commutative mechanism of related factors, and reveals the formation mechanism of transformational leadership, which will enrich the antecedent research of leadership.
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