Abstract
Adopting the conservation of resource theory (COR) and socially embedded model of thriving, this study examined the relationships among ambidextrous leadership, workplace thriving, and innovative work behaviors. Specifically, we investigated both the direct role of ambidextrous leadership in predicting innovative work behaviors as well as the indirect role of ambidextrous leadership through the mediating process of workplace thriving. Our results revealed that ambidextrous leadership sparks innovative work behaviors among employees. Moreover, the relationship between ambidextrous leadership and innovative work behaviors was mediated by employee's workplace thriving. Based on these findings, theoretical and practical implications were discussed.
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