Ambidextrous Leadership and Employees’ Ambidextrous Behaviours: The Mediating Roles of Well-Being and Knowledge Sharing

This study investigates the effects of middle managers’ ambidextrous leadership on employees’ ambidextrous behaviours in the context of demanding knowledge work and the mediating roles of employee well-being and knowledge sharing. Using survey data from 401 employees working in Tunisian knowledge-intensive firms (KIFs), Partial Least Squares Structural Equation Modelling was employed for analysis. Findings indicate that ambidextrous leadership boosts employees’ ambidextrous behaviours. Employee well-being and knowledge sharing act as parallel mediators, while the sequential mediation is not supported. Additional analyses reveal differentiated effects of transformational and transactional leadership components in fostering well-being, knowledge sharing and ambidextrous behaviours. This research clarifies the distinct psychological and behavioural mechanisms through which ambidextrous leadership promotes employee ambidexterity. The findings offer actionable insights for middle managers in KIFs by emphasizing the importance of balancing inspirational and performance-based leadership practices to enhance well-being and knowledge sharing, thereby strengthening employees’ ambidextrous behaviours.