This study examined the relationship between ambidextrous leadership, work-life balance, and employee well-being among new-generation employees in manufacturing companies in Sichuan, China. As younger employees increasingly value autonomy, flexibility, and meaningful work, manufacturing firms face pressure to adopt leadership approaches that support both organizational efficiency and employee-centered outcomes. Anchored on Conservation of Resources Theory, the study investigated whether work-life balance mediates the relationship between ambidextrous leadership and employee well-being. A quantitative cross-sectional survey design was employed, involving 255 employees born after 1990 and working in Sichuan manufacturing firms. Data were collected through a structured questionnaire measuring ambidextrous leadership, work-life balance, and well-being. The data were analyzed using descriptive statistics, reliability and validity testing, Pearson correlation, hierarchical regression, and bootstrap mediation analysis. Results showed that ambidextrous leadership had a significant positive effect on employee well-being and work-life balance. Work-life balance was also positively associated with employee well-being. Mediation analysis further confirmed that work-life balance partially mediated the relationship between ambidextrous leadership and well-being, accounting for 30.68% of the total effect. The findings suggest that ambidextrous leadership enhances employee well-being both directly and indirectly by improving employees' capacity to manage work and personal demands. The study contributes to behavioral and organizational research by demonstrating the relevance of balanced leadership practices in promoting employee well-being in manufacturing contexts.
Guo Zhengyi (Fri,) studied this question.