Impact of ambidextrous leadership on innovative work behaviour and employee performance in the IT sector

Abstract

The leadership role is crucial for motivating employees to do innovative work and discover new ideas and solutions. The IT sector is known for innovation. However, more studies are needed on the impact of ambidextrous leadership on innovative work behaviour (IWB) in the IT sector. This investigation explores the effects of ambidextrous leadership on innovative work behaviour and employee performance. This study employs a cross-sectional design, in which empirical data is gathered through scales adopted and modified from previous research. A total of 371 employees from IT companies participated in this survey. The selection of participants was carried out using a systematic sampling technique, with the survey being self-administered. In order to examine the structural relationships between opening and closing leadership, IWB, and employee performance, a method known as the partial least square structural equation modelling approach is used using SmartPLS 4.0 software. The findings of this study indicate that ambidextrous leadership has a significant and positive impact on IWB. Furthermore, it is revealed that IWB plays a significant role in influencing employee performance. Moreover, the impact of ambidextrous leadership, followed by innovative work behaviour, is more significant on employee performance. From a practical standpoint, this study offers valuable insights for IT organisations, which are renowned for their innovation but face a high attrition rate within the industry.

Keywords

• Ambidextrous leadership
• Closing leadership
• Employee performance
• Innovative work behaviour
• Opening leadership