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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