Balancing innovation: the role of paradoxical leadership and ambidexterity in fostering team creativity

Purpose This study, grounded in ambidexterity theory, aims to investigate how paradoxical leadership (PXL) fosters team creativity in high-tech manufacturing companies, with team ambidexterity as a mediator and leader vision as a moderator. Given the fast-paced, innovation-driven demands of the high-tech sector, this research provides insights into how managers can effectively balance contradictory behaviors to drive team innovation. Design/methodology/approach Data was collected through a two-wave survey from team leaders and members across 169 teams in high-tech manufacturing companies. The time interval between data collection waves was two weeks. The data was aggregated at the team level using estimates for interrater reliability and interrater agreement. The structural equation modeling in R was used to test hypotheses. Findings The findings indicate that PXL positively impacts team creativity directly and through its influence on team ambidexterity. Team ambidexterity mediates the relationship between PXL and team creativity, while leader vision moderates the effects of PXL on team ambidexterity. Practical implications PXL benefits high-performance teams in technology sectors, such as software development, where rapid innovation and iterative processes are essential. In health care, PXL can optimize team dynamics, enabling medical research and patient care delivery breakthroughs. Regular training in ambidextrous thinking and feedback mechanisms makes this approach actionable for managers striving to cultivate creativity in high-stakes environments. Originality/value This study extends ambidexterity theory by linking PXL and team ambidexterity to team creativity. It provides high-tech manufacturing managers with concrete strategies to balance exploration and exploitation. These findings highlight actionable pathways for companies to sustain innovation in competitive, technology-driven industries.