Academic Ambidextrous Leadership: Faculty Members’ Ambidexterity and Innovative Performance

Background: The ever-changing world, specifically the healthcare system,makes an urgent need for academically ambidextrous leaders who driveinnovation among faculty members through promoting both explorative andexploitative behaviors. Aim: Explore the relationship between academicambidextrous leadership, faculty members’ ambidexterity, and innovativeperformance. Design: Descriptive correlational study design. Setting: This studywas conducted at the Faculty of Nursing of Tanta University. Subjects: Allavailable (n = 150) faculty members, including demonstrators, assistant lecturers,and lecturers. Tools: Three tools were utilized: Ambidextrous LeadershipQuestionnaire, Faculty Members’ Ambidexterity Behaviors Questionnaire, andFaculty Members’ Innovative Performance Self-Report Questionnaire. Results:A high percent (68.7%) of faculty members perceived a high academicambidextrous leadership level. Also, the majority (88.7% & 78.7%) of themshowed high levels of ambidexterity and innovative performance, respectively.Conclusion: There were statistically significant positive correlations betweenacademic ambidextrous leadership, faculty members’ ambidexterity and theirinnovative performance. Recommendations: Academic leaders’ continuousadoption of ambidextrous leadership behaviors as a philosophy that promoteswork values, ethics, and academic innovation.