Same leader, different outcomes: how and when paradoxical leadership impact on employee ambidextrous innovation

Purpose This study investigates how paradoxical leadership (PL) influences employees' ambidextrous innovation through the mediating role of harmonious work passion (HWP). It further examines whether variability in perceived PL weakens this mediation path. Design/methodology/approach Drawing on the self-determination theory and the social information processing theory, we tested a cross-level moderated mediation model using matched data from 125 supervisors and 611 employees across a high-tech enterprise in China. Findings Results indicate that PL positively predicts both exploitative and exploratory innovation via enhanced HWP. However, variability in perceived PL did not significantly moderate this mediation effect. Practical implications Our results show that leaders can boost employees' ability to improve existing processes and explore new ideas by supporting autonomy, offering clear guidance while allowing flexibility and encouraging genuine enjoyment in work. Consistent leadership behaviors help employees feel secure and motivated to balance efficiency and innovation goals. Originality/value This study advances PL theory by uncovering the motivational pathway through HWP and clarifying the limited role of within-team perceptual variability. It offers a novel contribution to understanding how leaders navigate competing demands to promote dual innovation in dynamic work contexts.