How ambidextrous leadership enhances employee creativity: a quantitative approach

Abstract

PurposeBased on the leader-members exchange (LMX) theory, the purpose of this paper is to examine the impact of ambidextrous leadership on employee creativity through ambidextrous behavior. The study also investigates an organizational culture that amplifies the positive influence of ambidextrous leadership on employee creativity.Design/methodology/approachPrimary data were collected form 300 permanent employees of the local government department of Azad Jammu and Kashmir (AJK). Hypotheses were tested by using Hayes PROCESS macro.FindingsResults indicated that ambidextrous style of leadership and employee creativity is mediated by ambidextrous behavior of employees. The findings of the study also established the fact that the relationship of ambidextrous leadership and employee creativity is subject to the organizational culture.Research limitations/implicationsThe current study was carried out in the local government department; researchers can conduct research by studying multiple government departments at once. In addition, the present study is cross-sectional; scholars in future can take a longitudinal approach to capture employee creativity at different points of time.Practical implicationsFor establishing a welcoming innovation atmosphere and assist workers' creative behaviors, ambidextrous leadership should be practiced by leaders from day-to-day operations. Leaders must create flexible abilities to adapt internal resources (knowledge and values) in the public sector into new behavioral patterns that encourage employee creativity.Originality/valueThis is the first study that investigates the ambidextrous behavior as a vital intervening mechanism in the ambidextrous leadership–employee creativity linkage. Further, this study provides first empirical evidence by study the organizational culture as a moderator in determine the impact of ambidextrous leadership on employee creativity.

Ambidextrous Leadership On Innovation Performance : The Mediating Role of Employee Creativity At PT Pertamina Patra Niaga Jatimbalinus

“…The results of this study indicate that good employee creativity from Management stimulation or a leader. This research is in line with research (Yasmeen & Ajmal, 2023), (Du et al, 2021), (Guo et al, 2018 stating that the opening and closing behavior of ambidextrous leadership can encourage employees to create and develop new ideas to improve innovation performance. The results of the analysis show that most employees belong to the millennial generation and have an undergraduate/diploma education level who can create and develop creative ideas, and provide problem-solving.…”

“…Ambidextrous leadership has a significant positive effect on employee creativity. This research is supported by previous research from (Yasmeen & Ajmal, 2023), Jain, (2023), (Gerlach et al, 2020), (Katou, 2021), and Lee & Kim, (2021) which states ambidextrous leadership in employee creativity. Confirmed in the results of statistical analysis of the age of employees who belong to the millennial generation.…”

Impact of ambidextrous leadership on innovative work behaviour and employee performance in the IT sector

“…This could further refine existing leadership models and help researchers better understand the dynamics of leadership behaviour [ 95 ]. This study bridges the gap between organisational behaviour concepts such as ambidextrous leadership and innovative work behaviour, providing a deeper understanding of how these factors interact to influence employee performance [ 20 , 46 , 94 ]. It enriches the understanding of how leadership practices impact employee behaviour and organisational outcomes.…”

“…Previous studies have predominantly concentrated on the Open Loop Behavior (OLB) approach, neglecting the Closed Loop Behavior (CLB) approach. Furthermore, some studies have employed a mixed leadership approach, combining OLB and CLB, but in different contexts, such as culture [ 19 ], organisational performance [ 20 , 21 ], organisational adaptability [ 22 ], personality effects [ 23 ], heterogeneity influence (Vishwakarma et al, 2020), and sectors such as the public sector [ 24 , 25 ] and Small-Medium Enterprises [ 26 ]. Thus, more research needs to be done to examine the impact of OLB and CLB on employee performance, specifically within the IT sector.…”

Employee Performance Reviewed By Leadership and Work Discipline at the East Cikarang District Office

“…Leadership is the process of a leader creating a vision and interacting by influencing each other to realize the vision which will ultimately achieve the company's goals [5]. Leaders are figures or elite members of the organizational system who are known to their subordinates and who attempt to influence their subordinates directly or indirectly [6]. The fundamental thing in leadership activities is the ability of a leader or superior to influence his subordinates in carrying out tasks or work so that they can be completed on time by the organization's expectations so as to produce optimal performance [7].…”