The unseen burden: How ambidextrous leadership erodes managers' well-being

Abstract

The complex nature of B2B business environments requires ambidextrous leadership to resolve conflict, manage paradoxes, and foster beneficial employee outcomes. This study pivots from the conventional research focus on the benefits of ambidextrous leadership by investigating its potential toll on the managers themselves. Grounded in Conservation of Resources (COR) theory, we propose a chain-mediating model, shedding light on the pathways through which ambidextrous leadership can inadvertently lead to resource depletion in managers, reducing their own well-being. We further introduce Human Resource Management (HRM) system strength as a potential mitigating factor against these adverse impacts. Analyzing three-wave survey data from 304 B2B managers, our findings reveal that cognitive load and emotional exhaustion play chain-mediating roles between the relationship of ambidextrous leadership and managers’ well-being, while HRM system strength weakens these negative effects. This research offers insights on the darker side of ambidextrous leadership and managerial well-being in complex B2B environments.