Retaining new-generation knowledge employees is a strategic human capital challenge for firms operating under rapid technological change. Ambidextrous leadership, which flexibly combines transformational and transactional behaviors, may reduce turnover intention, yet its micro-level mechanisms remain insufficiently integrated in transitional economies. Drawing on commitment-to-change theory and trait activation logic, this study tests whether ambidextrous leadership lowers turnover intention directly and indirectly via (i) commitment to change (affective, continuance, and normative) and (ii) trait-relevant tendencies expressed at work indicated by Big Five trait measures. We surveyed 445 degree-holding employees (born in or after 1990) working in enterprises in Guangdong Province, China, and applied confirmatory factor analysis and structural equation modeling with 5000-resample bootstrapped indirect effects. Ambidextrous leadership was associated with lower turnover intention, with significant indirect effects through stronger commitment to change and more constructive trait-relevant work tendencies. These findings extend ambidextrous leadership research beyond innovation outcomes to a core HRM outcome and highlight actionable leadership practices that combine vision and support with role clarity, monitoring, and contingent reinforcement to stabilize a mobile knowledge workforce in China.

In the dynamic landscape of contemporary business, achieving entrepreneurial resilience is an important goal for organizations facing unprecedented challenges. This study investigates the complex interactions between ambidextrous leadership, entrepreneurial mindfulness, and the mediating mechanisms of business model innovation capacity in fostering entrepreneurial resilience. This research uses a quantitative approach with the population of the startup community in Indonesia. A sample of 340 startup actors was selected randomly. Data was collected via a Likert Scale questionnaire with a scale range of 1-6. Hypothesis testing was carried out using Structural Equation Modeling (SEM) Partial Least Squares (PLS) to overcome model complexity and small sample size. Findings support the relationship between entrepreneurial alertness, ambidextrous leadership, business model innovation capacity, and entrepreneurial resilience. The theoretical implications enrich the literature by introducing mediating variables and leading to the development of a more comprehensive theoretical model. The practical implications highlight the importance of leadership development and business innovation to improve adaptation and response to change. Policy implications emphasize the need for policy support to strengthen entrepreneurship and innovation in the national economy.

The author's previous research has found a strong link between project managers adopting an ambidextrous leadership style and improved project performance in the telecommunications industry. This leadership approach, blending Transactional and Transformational elements, has proven to be impactful. Therefore, it is essential to devise methods for enhancing project managers' adeptness in ambidextrous leadership. This study aims to create a prioritized strategy program to enhance project managers' ambidextrous leadership skills in Indonesia's telecommunications sector. The Fuzzy Analytical Hierarchy Process (Fuzzy AHP) involved 15 experts as respondents, ensuring a comprehensive perspective from academics, consultants, and practitioners. The study's findings underscore the importance of Ambidextrous Leadership skills, followed by managing stakeholder relationships. The key factor is the Project Manager's role, supported by backing from the company or institution. The primary goal is to enhance Project Performance and improve adaptability to change. The recommended strategy prioritizes a Leadership Development Program followed by a Change Management Development Program. This study emphasizes the practical approach to developing project managers' ambidextrous leadership skills to enhance project performance in Indonesia's telecommunications sector. The focus is on the Leadership Development Program, offering actionable insights for industry professionals.

This research analyses how different leadership styles affect project managers in the telecommunications sector, focusing on transactional and transformational leadership's direct effects on project performance. Ambidextrous Leadership's role as a mediator is explored alongside the influence of Project Management approaches (Waterfall, Agile, Hybrid) and Project Manager Certifications. Data from 224 Project Managers in 77 Indonesian telecom companies was examined using Structural Equation Modelling Partial Least Square (SEM PLS). The findings indicate that Transactional and Transformational Leadership alone don't directly affect Project Performance, but Ambidextrous Leadership significantly enhances it. Different Project Management Approaches (Waterfall, Hybrid, Agile) amplify the impact of leadership styles. Transactional leadership is strongly linked to the waterfall, while transformational and ambidextrous leadership aligns with the agile and hybrid approach. Project Management Certification strengthens Transactional Leadership's effect on Project Performance, with less impact on Transformational Leadership. The research emphasizes the significance of Ambidextrous Leadership in improving project performance and how project management approaches and certifications can enhance or moderate the influence of leadership styles on telecommunication project management. These findings offer industry practitioners and organizations valuable insights, contributing to leadership, project management, and telecommunications research.