THE INTERPLAY OF AMBIDEXTROUS LEADERSHIP, LEADER–MEMBER EXCHANGE, LEADERSHIP ASPIRATION, AND JOB CRAFTING IN MIDDLE EASTERN KNOWLEDGE-BASED ORGANIZATIONS

Ambidextrous Leadership, defined as the capacity to balance exploration and exploitation in leadership behaviour is becoming increasingly vital in knowledge-based economies. This paper examines the influence of ambidextrous leadership (independent variable) on two essential employee outcomes, Leadership Aspiration and Job Crafting (dependent variables), through the mediating mechanism of Leader–Member Exchange (LMX). Drawing on leadership theory, social exchange theory, and role theory, we developed a conceptual model and hypotheses linking Ambidextrous Leadership to higherquality LMX, which subsequently promotes greater leadership aspirations and proactive Job Crafting among employees. Utilizing the data collected from knowledge-intensive organizations in the UAE, Saudi Arabia, and Oman, a two-wave survey study was conducted. Established scales were used to assess each construct. The findings indicate that Ambidextrous Leadership not only mediates significant positive effects on both Leadership Aspiration and Job Crafting but also directly improves LMX quality. We discussed the theoretical contributions to the literature on leadership and organizational behaviour, practical implications for Middle Eastern knowledge-based organizations, and identified directions for future research