Ambidextrous leadership: driving sustainable project performance through product innovativeness and environmental features as a boundary condition

Purpose Using the ambidexterity theory of leadership for innovation and dynamic capability theory, this study aims to investigate the effect of ambidextrous leadership on the sustainable project performance directly and through the underlying mechanism of product innovativeness. Furthermore, this study also explores the moderating effect of environmental features between product innovativeness and sustainable project performance. Design/methodology/approach This study is quantitative in nature, and data has been collected from 254 project team members from Pakistani project-based manufacturing firms. This study used regression analysis and structural equation modelling for data analysis. Findings The findings showed that ambidextrous leadership has a positive effect on sustainable project performance directly and through product innovativeness. Furthermore, the environmental features moderate and strengthen the relationship between product innovativeness and sustainable project performance. Originality/value The novel contribution of this study is made by considering product innovativeness as a mediator and environmental features as a boundary condition to enhance sustainable project performance.