Impact of Ambidextrous Leadership on Innovative Work Behavior: Mediating Role of Individual Ambidexterity

Authors

  • Irum Jabeen Lecturer, Department of Management Sciences, National University of Modern Languages, Islamabad, Pakistan
  • Dr. Hafsah Zahur Assistant Professor, Department of Management Sciences, National University of Modern Languages, Islamabad, Pakistan
  • Nargis Noor Jalalzai MPhil Scholar, Department of Education, University of Loralai, Balochistan, Pakistan

DOI:

https://doi.org/10.47205/jdss.2023(4-I)09

Keywords:

Innovative Work Behavior, Ambidextrous Leadership, Employee Individual Ambidexterity

Abstract

This study relies on the COR theory to study the effect of ambidextrous leadership on innovative work behavior. Current study has taken into account the role of ambidextrous leadership in creating employee level ambidexterity (i.e. exploration and exploitation abilities) which in turn improves employees' innovative behavior. Data were collected from 323 faculty members from the twin cities via self-administrated and electronic questionnaires at one point in time and examined hypothesized relationship with mediation through SPSS 25 and the Process Macro Model 4. The results show that ambidextrous leadership increases the employee innovative work behavior through employee individual ambidexterity.

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Published

27-01-2023

Details

    Abstract Views: 58
    PDF Downloads: 6

How to Cite

Jabeen, I., Zahur, H., & Noor Jalalzai, N. (2023). Impact of Ambidextrous Leadership on Innovative Work Behavior: Mediating Role of Individual Ambidexterity. Journal of Development and Social Sciences, 4(1), 102–112. https://doi.org/10.47205/jdss.2023(4-I)09

Issue

Vol. 4 No. 1 (2023): January to March

Section

Articles

License

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.