This review investigates how ambidextrous leadership (AL) shapes innovative work behavior (IWB) at multiple organizational layers. Through a systematic search of the Scopus database, 63 peer-reviewed studies were selected and analyzed thematically following the PRISMA guidelines. Articles were chosen based on language, relevance to both AL and IWB, and peer-reviewed status. The analysis shows that AL enhances IWB both directly, via balancing exploratory and exploitative leadership behaviors, and indirectly, through factors like emotional intelligence, confidence in creative abilities, and team learning. The relationship is further influenced by organizational context, including climate, cultural mindset, and structural adaptability. The review introduces a multi-level framework illustrating how leadership practices interact with innovation processes across team, individual, and organizational levels. Limitations include a heavy reliance on cross-sectional data and the absence of formal bias evaluation. This review was unregistered, unfunded, and reports no conflicts of interest. The results offer actionable insights for leadership development and point to underexplored areas such as team-level dynamics and cross-cultural effects.
