Impact of Ambidextrous Leadership on Innovative Work Behavior: Mediating Role of Individual Ambidexterity
Keywords:Innovative Work Behavior, Ambidextrous Leadership, Employee Individual Ambidexterity
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.
Abstract Views: 237
PDF Downloads: 159
How to Cite
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
ORIENTS SOCIAL RESEARCH CONSULTANCY (OSRC) & Journal of Development and Social Sciences (JDSS) adheres to Creative Commons Attribution-Non Commercial 4.0 International License. The authors submitting and publishing in JDSS agree to the copyright policy under creative common license 4.0 (Attribution-Non Commercial 4.0 International license). Under this license, the authors published in JDSS retain the copyright including publishing rights of their scholarly work and agree to let others remix, tweak, and build upon their work non-commercially. All other authors using the content of JDSS are required to cite author(s) and publisher in their work. Therefore, ORIENTS SOCIAL RESEARCH CONSULTANCY (OSRC) & Journal of Development and Social Sciences (JDSS) follow an Open Access Policy for copyright and licensing.