Green ambidextrous leadership configurations and employee green innovation: a cognitive-affective processing system perspective on psychological mechanisms

Abstract Employee green innovation behavior presents a critical yet paradoxical challenge in resource-intensive sectors. Although existing research emphasizes the importance of leadership in promoting employee environmental initiatives, it largely focuses on singular leadership approaches, neglecting the inherent tensions embedded in balancing environmental principles with innovative development. Our study particularly focuses on and conceptualizes green ambidextrous leadership, or a comprehensive leadership approach involving the flexible integration of green opening and green closing leadership behaviors. Integrating the cognitive-affective processing system framework with the literature on ambidextrous leadership, we theorize and empirically test how green ambidextrous leadership influences employee green innovation behavior. Data from 218 leader-employee dyads reveal that green ambidextrous leadership significantly enhances employee green innovation behavior via cognitive (i.e., green mindfulness) and affective (i.e., harmonious green passion) mechanisms. Furthermore, employee green innovation behavior is optimized when leaders flexibly balance higher levels of both green opening leadership and green closing leadership. The research provides theoretical insights and practical implications for motivating sustainable innovation at the grassroots level.