The Mediating Effect of Psychological Well-Being on the Relationship Between Ambidextrous Leadership and Workplace Ostracism

Abstract

Workplace ostracism (WO) poses a critical challenge for organizations, undermining employee well-being and overall effectiveness. This study examines how ambidextrous leadership (AL), characterized by the balanced use of exploration and exploitation behaviors, reduces WO through the mediating role of psychological well-being. The research is grounded in Leader-Member Exchange theory and Affective Events Theory, which emphasize the relational and emotional dynamics between leaders and employees and provide a foundation for understanding how leadership behaviors influence perceptions of inclusion and well-being. A quantitative research design was employed, drawing on survey data from 325 employees across various industries. Validated scales measuring AL, WO, and PW were administered through an online questionnaire. The results reveal a significant negative relationship between AL and WO, with PW emerging as a partial mediator. This suggests that AL not only directly reduces feelings of exclusion but also indirectly influences ostracism by fostering employee well-being. Overall, the study underscores the importance of AL in creating psychologically supportive work environments and contributes to organizational behavior literature by clarifying the mechanisms through which leadership can mitigate WO and enhance employee well-being.