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This paper determines and analyses criteria for top executives to use in appraisal systems to promote ambidextrous leadership, enhancing the organization's ability to identify persons who can lead ambidextrously or determining the development potential of existing top executives.

Using a theoretical-conceptual, triangulated approach, the investigation in this paper examines the requirements for top executives to lead ambidextrously. In a subsequent review and frequency analysis, the specific attributes/behaviours a top executive should possess are examined. Analysis of the application of these appraisal criteria is theoretical.

The criteria listed in this paper (e.g. ambition, courage, vision) can be used to foster ambidextrous leadership when hiring or evaluating performance. These and/or the criteria already existing in an organization should be classified in one of the two categories presented (1. one-dimensional criteria: differentiation between exploration/exploitation is not necessary; 2. multidimensional criteria: differentiation between exploration and exploitation, opening and closing leadership, and first- and second-order changes is necessary) to differentiate the criteria and thereby illuminate their application in the areas of exploration and exploitation. Thus, a corresponding assessment of applicants and/or job holders for ambidextrous leadership is possible.

This theoretical analysis contributes to the literature on top executives' recruitment, performance management, career and succession planning, focusing on ambidextrous leadership and organizational development by elucidating a differentiated concept for appraisal criteria so that the right person can be appointed to the top executive position or assigned to the necessary personnel development programme. Thus identified, a top executive may be positioned to maintain, improve or install ambidextrous leadership and practice in an organization.

This study seeks to provide a narrative literature review of existing empirical research, in order to better understand the processes and theory of ambidextrous leadership, as well as its influence on followers, employees and organizations.

Data from 26 studies were extracted and synthesied providing a critical discussion about the methodological and theoretical aspects of the studies identified in the review.

It was revealed the attributes for an effective ambidextrous leader, it was presented the recently proposed concept of ambidextrous leadership theory and it was noticed the main criticisms against the findings of the extant ambidextrous leadership literature. It was also identified many research gaps in the literature which in turn can guide academics in the development of ambidextrous leadership.

The ambidextrous leadership theory represents a novel and unique approach to the domain of leadership for creativity and innovation. It is shared across hierarchical levels throughout the organization. Leaders have a significant effect on employees' behaviors and should determine its applicability to different situations. Organizations require ambidextrous managers who combine flexible, situational and versatile leadership styles developing ever increasingly new and divergent ideas. Many research gaps in the literature were also identified that can guide academics in the development of ambidextrous leadership.

Understanding that ambidextrous leadership is required to significantly influence ambidexterity and innovation allows organizations to direct their leadership selection and development.

This review contributes to the ambidextrous leadership literature by creating a holistic picture of where it has been and where it should go.

The purpose of this study is to examine the potential process through which leadership exerts impacts on organizational innovation. A thorough analysis was conducted by highlighting the contribution of ambidextrous leadership to organizational innovation.

Data were collected from companies located in mainland China. A total of 200 cases were included in the final sample. Hierarchical regression analysis was adopted to test the hypotheses in this study.

The results showed that exploitation knowledge search and exploration knowledge search partly mediated the relationship between ambidextrous leadership and organizational innovation, respectively. Strategic flexibility could positively moderate the relationship between exploitation knowledge search and organizational innovation and had no significant impacts on moderating the relationship between exploration knowledge search and organizational innovation.

In this study, not only were managers provided with a sophisticated understanding of how and when ambidextrous leadership could influence organizational innovation but also concrete strategies were given for enhancing organizational innovation.

In this study, the interaction among ambidextrous leadership, knowledge search and organizational innovation were elucidated and the moderating impacts of strategic flexibility on the relationship between knowledge search and organizational innovation were explored. The findings of this study enriched the literature on leadership, knowledge management and innovation.

The purpose of this paper is to investigate transformational, ambidextrous, and transactional leadership and their relationship to employee creativity and the extent to which psychological empowerment and promotion focus are consistent with previous studies that identify their significant impact on employee creativity. In addition, employee psychological empowerment and promotion focus are used as mediators in the research model to ascertain whether or not there is a significant mediating effect between transformational leadership, ambidextrous leadership, transactional leadership and employee creativity.

In the study, 500 questionnaires were mailed to 50 electronics companies in China; 427 valid questionnaires were eventually collected. A structural equation model was then used for data analysis to study the causalities between all the parameters.

The research findings indicate that transformational and ambidextrous leadership styles have a significant effect on employee creativity. In addition, the study found that employee psychological empowerment and promotion focus has a significant mediating effect for transformational leadership, ambidextrous leadership, transactional leadership and employee creativity.

Executives who adopt a transformational or ambidextrous leadership style tend to have employees with greater psychological empowerment, while transformational or ambidextrous leaders tend to have employees with a stronger promotion focus. Further, the study discovered that when executives adopt a transformational or ambidextrous leadership style, they can use their employees’ psychological empowerment and promotion focus to improve employee creativity.

The purpose of this paper is to explore the impact of ambidextrous leadership on employees’ innovative behaviors in public museums based on the ambidexterity theory of leadership for innovation. It also examines the mediating mechanism of organizational climate for innovation in public museums.

Multisource survey data were obtained from 30 human resource managers, 74 department managers and 237 employees of Taiwanese public museums. Multilevel path analysis was conducted to test the proposed model.

Ambidextrous leadership has the most significant effect on employees’ innovative behaviors. Moreover, organizational climate for innovation has a mediating effect on the relationship between ambidextrous leadership and employees’ innovative behaviors.

This study provides a new perspective on dynamic and complementary ambidextrous leadership, thereby providing important practical implications for innovation management in public museums. Specifically, leaders should apply ambidextrous leadership behaviors in their daily operations to develop an organizational climate for innovation and facilitate employees’ innovative behaviors.

This study is the first to explore the influence of ambidextrous leadership in a museum. In addition, it examines the mediating effect of organizational climate for innovation to explain the effect of ambidextrous leadership on employees’ innovative behaviors. The findings provide valuable insights for both researchers and managers of public and private entities.

The purpose of this paper is to investigate the role of ambidextrous leadership in fostering entrepreneurial orientation (EO) and operational performance. The research also seeks an insight into the moderating role that organizational social capital (OSC) plays on the relationship between ambidextrous leadership and EO.

The responses to the questionnaire survey were collected from 427 managers from software companies in Vietnam business context.

The data analysis verified the positive effect of ambidextrous leadership on EO, which was positively moderated by OSC. The research results also shed light on the predictive role of EO for the organization’s operational performance.

This research contributes to literature through identifying the convergence of entrepreneurship and operations management research streams, and the moderation role of OSC for the ambidextrous leadership-EO relationship.

Based on leadership and self-efficacy theories, this study investigates how team-level ambidextrous leadership influences employees' enterprise system (ES) use via their self-efficacy.

This study collected data from a cross-sectional survey including 218 employees working in 56 workgroups in a Chinese financial institution. The authors used a cross-level mediation analysis to test the research model.

The authors find that ambidextrous leadership influences employees' creative self-efficacy and performance self-efficacy and further improves employees' ES use. Moreover, creative self-efficacy mediates the relationship between ambidextrous leadership and explorative use, whereas performance self-efficacy mediates the relationship between ambidextrous leadership and both explorative and exploitative use.

This study first examines the relationships among ambidextrous leadership, self-efficacy and employees' ES use by developing a cross-level model. Furthermore, by considering ambidextrous leadership as an important team-level factor, this study extends a deeper understanding of ambidexterity theory of leadership in the ES context. In addition, our study extends self-efficacy theory by examining the mediating roles of the two types of self-efficacy (i.e. performance self-efficacy and creative self-efficacy) on ambidextrous leadership–ES use relationship.

The interaction between opening and closing behaviors of ambidextrous leadership produces “change” energy among employees. The purpose of this paper is to assess the role of ambidextrous leadership in fostering job crafting via entrepreneurial orientation. The paper also seeks an insight into how organizational social exchange moderates the effect of ambidextrous leadership on entrepreneurial orientation.

Research data were garnered from 427 supervisor–subordinate dyads from software companies in the Vietnamese business context.

Research findings corroborated the positive relationship between ambidextrous leadership and entrepreneurial orientation, which is positively associated with job crafting. Research results also provided evidence for the mediation role of entrepreneurial orientation for the positive link between ambidextrous leadership and job crafting, as well as for the moderation role of organizational social exchange for the effect of ambidextrous leadership on entrepreneurial orientation.

Research findings have extended ambidexterity theory of leadership by identifying job crafting as an outcome of ambidextrous leadership and entrepreneurial orientation as a mediator for this relationship.

When public employees demonstrate ambidexterity in serving customers, through efficiently providing customers with current public services as well as exploring ways to create more, new public service solutions for customers, they may activate customers’ co-creating value with the public organization. The purpose of this research is to examine the role of public employees’ individual ambidexterity in promoting customer value co-creation. This research also seeks to investigate the levers behind individual ambidexterity, including ambidextrous leadership as an antecedent and public service motivation (PSM) as an enhancer for the leadership effect.

Public employees from public legal service agencies and customer companies they had served have been invited to participate and provide data for this research. The data collated have been analyzed using multilevel structural equation modeling approach.

Ambidextrous leadership was positively associated with frontline public employees’ individual ambidexterity. This positive association was enhanced by PSM among frontline public employees. In turn, frontline public employees’ individual ambidexterity demonstrated a positive link with customer value co-creation through the mediation mechanisms of customer–employee identification and customer–organization identification.

This research extends and marks the convergence between ambidexterity and customer value co-creation research streams.

Drawing upon the job demands-resources (JD-R) model, this research examines the contribution of distributed leadership (DL) to ambidextrous innovation and the mediating roles of employees' eudaimonic well-being (EWB) and hedonic well-being (HWB) in this link. It also investigates the moderating effect of employees' age in the relationship between DL and EWB and HWB.

The author formulated a series of hypotheses that we tested based on a survey of 329 middle managers working in Tunisian ICT firms and through the partial least square-structural equation modelling method.

This research provides empirical evidence of the mediating effects of EWB and HWB between DL and ambidextrous innovation. The multi-group analysis performed shows that employees' age moderates the links between DL and EWB and HWB. These relationships are significant and positive for Generation X and Generation Y and not for Baby-Boomers.

Despite the importance of the DL style, this variable has been studied mainly within educational institutions. This research pioneers the investigation of the mediating effect of HWB and EWB between DL and ambidextrous innovation in the business context. A major implication is that, through a DL style, managers can nurture the well-being of employees of different ages and promote ambidextrous innovation.