Ambidextrous Leadership and Employee Innovative Work Behavior: The Roles of Voice and Creative Self-Efficacy

Articles in Press

Document Type : Research Paper

Authors

1 Assistant Professor, The University of Lahore, Sargodha Campus

2 Faculty, University of Sargodha, Sargodha

3 Managmeent Science, University of West of Scotland

4 Department of Managment Science, Univeristy of Lahore, Sargodha Campus

5 Department of Management Science, The University of Lahore, Sargodha Campus

10.22059/ijms.2026.410827.678449

Abstract

In brand-oriented organizations, employees' innovative work behavior is essential for sustaining competitiveness and achieving brand renewal. Drawing on ambidextrous leadership theory, this study examines how leaders' ability to balance exploratory (opening) and exploitative (closing) behaviors fosters employee innovation. Specifically, the study investigates employee voice as a mediating mechanism and creative self-efficacy as a moderating condition. Survey data were collected from 282 employees working in brand-oriented organizations in Punjab, Pakistan, and hypotheses were tested using Hayes PROCESS macro (Models 4 and 7). The results reveal that ambidextrous leadership positively influences innovative work behavior both directly and indirectly through employee voice. Furthermore, creative self-efficacy strengthens the relationship between ambidextrous leadership and employee voice, thereby enhancing the indirect effect on innovative work behavior. These findings advance understanding of ambidextrous leadership and offer practical insights for brand leaders seeking to stimulate employee innovation through balanced leadership, empowered voice, and strengthened creative confidence.

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Interdisciplinary Journal of Management Studies

Articles in Press, Accepted Manuscript
Available Online from 02 June 2026

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