Distributed leadership and team ambidexterity: unpacking the sequential mediation of team climate innovation and knowledge management in teams

Purpose This research aims to examine the link between distributed leadership and team ambidexterity and the sequential mediation of team climate innovation and knowledge management in this relationship. Design/methodology/approach This study draws on a sample of 546 knowledge workers involved within 157 service research and development (R&D) teams of knowledge-intensive firms (KIFs) and uses partial least squares-structural equation modelling (PLS-SEM) through SMART PLS 4 to analyse the data collected. Findings Findings reveal that distributed leadership has a significant direct impact on team ambidexterity. Besides, they indicate that team climate innovation and knowledge management in teams mediate this link. Results also highlight the sequential mediation of team climate innovation and knowledge management in teams, linking distributed leadership to team ambidexterity. Originality/value This study explores the relationship between distributed leadership and ambidexterity at the team level and proposes a sequential mediation model linking these variables through team climate innovation and knowledge management in teams. It offers practical insights for KIFs’ managers on the importance of using a distributed leadership approach and building a team climate innovation to motivate R&D teams, encourage dynamic participation in knowledge management practices and cultivate both exploitative and exploratory learning activities.