Abstract
The main aim of this study is to extend the understanding of ambidextrous leadership. Systematic search of literature published since 1991 has revealed various research perspectives with respect to how leaders manage ambidexterity. A total of 86 articles were included in this study. The results of our review have shown that at the individual level, the individual role requires that the person is both able and willing to be ambidextrous. At the team level, the team composition (heterogeneity) is the most important aspect, because the resources (knowledge, skills, abilities) mainly reside within the team members and in their willingness to embrace the ambidextrous activities of their leaders. At the organizational level, many factors may affect ambidexterity management, from the leaders’ personal characteristics to the organizational characteristics, such as structure, strategy, and culture. This study uses a multi-level framework to explain the notion of ambidextrous leadership, and then proposes future research directions.