“Leading with Balance: How Ambidextrous Leadership Enhances Employee Performance via Self-Resilience under the Influence of Creative Self-Efficacy”

Abstract

The leadership role is essential for inspiring employees to engage in innovative work and provide novel ideas and solutions. The information technology sector is recognized for its inventiveness. Nevertheless, further research is required to examine the influence of ambidextrous leadership on employee performance within the IT sector. This study examines the impact of ambidextrous leadership on employee performance through the self-resilience behavior of employees. This study utilizes a cross-sectional methodology wherein empirical data is collected using scales adapted and modified from prior research. A total of 300 employees from information technology organizations participated in this study. Participants were selected by a systematic sampling method, and the survey was self-administered. To analyze the structural links among opening and closing leadership, self resilient behavior, and employee performance. The partial least squares structural equation modelling approach is employed with Smart PLS 4.0 software. This study's findings demonstrate that ambidextrous leadership significantly and positively influences employee performance. Moreover, it is disclosed that creative self-efficacy significantly moderates between the self-resilience and employee performance employee performance. The influence of ambidextrous leadership, succeeded by self-resilience, is more pronounced on employee performance. This study provides significant insights for IT organizations, known for their innovation yet experiencing a high turnover rate in the market.