Impact of Ambidextrous Leadership on organizational innovation through the moderation of organizational innovative climate and mediation of organizational social capital

Abstract

Purpose – The two constructs of ambidextrous leadership that are activities related to the opening of leader behavior and closing of leader behavior define the process of innovation at the organizational level. This paper aims to provide an insight into the relationship between ambidextrous leadership and Organizational innovation processes.
 Design/methodology/approach – In this study, the research design will be cross-sectional, a total sample of 510 employees were used who rated the ambidextrous leader behaviors and organizational innovation performance concerning an innovation project.
 Findings – Structural equation modeling (SEM) analysis results showed that ambidextrous leadership is positively related to Organizational innovation performance. The relationship between ambidextrous leadership and organizational social capital is strengthened by an Organizational innovative climate, which in return increases organizational innovation.
 Originality/value – The findings support the importance of opening and closing leader behaviors necessary for the process of innovation and therefore underline the significance of ambidexterity.
 Keywords Ambidextrous leadership (AMBL), Organizational Innovation (OI), Organizational Social Capital (OSC), Organizational Innovative Climate (OIC).