Do what is possible with enthusiasm: the impact of ambidextrous leadership on employees’ innovation behaviour

Abstract

Purpose

This study investigates the direct influence of ambidextrous leadership on employees’ innovation behaviour, the mediating role of innovative self-efficacy and harmonious work passion, and the moderating role of Zhong-Yong thinking.

Design/methodology/approach

The authors conducted a series of questionnaire surveys to collect data in three time periods and from multiple sources; 332 supervisor–subordinate matched samples were obtained. The hypothesised relationships were tested using structural equation modelling and ProClin.

Findings

Ambidextrous leadership is positively associated with employees’ innovation behaviour, while innovative self-efficacy and harmonious work passion play mediating roles. The analysis further confirms that innovative self-efficacy and harmonious work passion play a chained double-mediating role between ambidextrous leadership and employees’ innovation behaviour, while Zhong-Yong thinking plays moderating roles between ambidextrous leadership and innovative self-efficacy and between ambidextrous leadership and harmonious work passion.

Originality/value

This study demonstrates the influence of ambidextrous leadership on employees’ innovation behaviour, specifically the role of ambidextrous leadership, and extends the relationship’s theoretical foundation. It is also expected to provide inspiration and serve as a reference for local Chinese management.

Citation

Cheng, C. (2024), "Do what is possible with enthusiasm: the impact of ambidextrous leadership on employees’ innovation behaviour", Leadership & Organization Development Journal, Vol. 45 No. 4, pp. 578-601. https://doi.org/10.1108/LODJ-07-2023-0355