This systematic review examines how ambidextrous leadership (AL) influences innovative work behavior (IWB) across multiple organizational levels. Drawing on 63 peer-reviewed articles identified through a structured search of the Scopus database, the study synthesizes findings using a thematic approach informed by the PRISMA framework. Studies were included based on language, relevance to AL and IWB, and publication in peer-reviewed journals. The results reveal that AL promotes IWB through both direct pathways—such as opening and closing leadership behaviors—and indirect mechanisms including emotional intelligence, creative self-efficacy, and team learning. Contextual moderators such as organizational climate, cultural cognition, and structural flexibility were also found to influence these relationships. A multi-level integrative framework is proposed to map how leadership behaviors interact with innovation mechanisms across individual, team, and organizational levels. Limitations include reliance on cross-sectional studies and the absence of formal bias assessments. This review was not registered, received no external funding, and has no declared conflicts of interest. The findings offer practical insights for leadership development and highlight research gaps related to team processes and cross-cultural dynamics.
Muhammad et al. (2025) studied this question.