Abstract
ABSTRACTReform in public organizations is vital to the improvement of public services and public trust. The primary aim in this research is to investigate the role of ambidextrous leadership in catalysing organizational reform. The research further seeks an insight into moderating mechanisms for this effect. The research employed a two-wave research design to collect data from 531 employees and 186 department managers working in governmental agencies in Vietnam context. The results from the data analysis shed light on the effect of ambidextrous leadership on organizational reform as well as the mechanisms in which employees’ role breadth self-efficacy and public service motivation moderate such an effect.
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