When ambidextrous leadership and workplace thriving are more effective in prompting creativity: the moderating role of LMX

Purpose Ambidextrous leadership (AL) is increasingly vital for organisations aiming to thrive in today’s fast-paced and unpredictable business landscape. This leadership approach fosters innovation and adaptability and enhances positive employee behaviour and strategic agility, making it indispensable for sustained success. This study aims to explore the effects of AL in boosting workplace thriving (WT), which further leads to employee creative behaviour. Further, this study examined the moderating role of leader–member exchange (LMX) in enriching WT. Design/methodology/approach In all, 281 knowledge workers were selected as a sample for this study. Structural equation modelling using analysis of moment structure (AMOS) 22 was used to test the mediation effect. Later, moderated regression analysis was undertaken to assess the role of LMX. Findings The results of this study confirmed that AL, encompassing both closed and open leadership behaviours, plays a significant role in promoting WT, which has emerged as a crucial factor in fostering creative behaviour among employees. This reinforces the growing consensus that leadership influences on innovation are rarely linear or direct but contingent, mediated and context sensitive. Additionally, LMX was found to be essential in enhancing WT. This study further validated the relevance of Social Exchange Theory and Self-Determination Theory within the overall model. Research limitations/implications This research is cross-sectional and focused on only knowledge workers. For a broader perspective, a longitudinal or mixed-method approach is recommended for future studies. Practical implications This study suggests that, in the dynamic Indian market, AL enables leaders to balance both innovation and operational efficiency. Furthermore, WT is particularly impactful in India, where knowledge-driven sectors such as technology and pharmaceuticals rely on employee creativity and engagement for growth. Strong LMX relationships enhance trust and psychological safety, encouraging employees to take creative risks in Indian organisations. This is especially relevant for Indian firms with hierarchical structures, where supportive leader–member dynamics can promote open communication and employee engagement, which are key drivers of innovation. Originality/value This study contributes to leadership literature by integrating the concepts of AL with WT, LMX and employee creative behaviour, which have rarely been researched in the Indian context.