Purpose: The modern business environment is characterized by high levels of uncertainty and complexity due to rapidly changing technological advances and globalization. Under these circumstances, it is essential to effectively promote Innovative Work Behavior (IWB) in order to maintain organizational survival and competitive advantage (Scott & Bruce, 1994). IWB involves the process of individuals generating new ideas and implementing them within an organization, and it has a significant impact on organizational performance and long-term sustainability. This study aims to examine the impact of ambivalent leadership on innovative work behavior through organizational agility in a 300+ person organization.Research design, data, and methodology: The data collection targeted employees of companies with more than 300 employees in Korea. The survey was conducted by a professional survey agency from December 16 to December 31, 2024, and 250 questionnaires were received. After excluding 50 inappropriate data, 200 valid data were used to analyze the research data.Results: In particular, this study empirically analyzed the effect of dyadic leadership on organizational agility capability and responsiveness on innovative work behavior. The main feature of this study is that H5 organizational agility capability does not affect innovative work behavior, and the remaining H1, H2, H3, H4, and H6 are all significant.Implications: The finding that organizational agility capabilities do not necessarily promote innovative work behaviors is an important departure from previous research. While previous research has tended to assume that organizational agility acts as a driver of innovation, this study empirically demonstrates that an overemphasis on agility can leave organizations with less time to explore or implement innovative ideas. This provides new implications for the need to consider the balance between agility and innovation.
Gil et al. (Fri,) studied this question.