شرایط مرزی اثربخشی رهبری دوسوتوان: تحلیل تطبیقی کارآفرینی سازمانی در دانشگاه‌های دولتی و غیرانتفاعی

سعد ناهی   شاکر الزرکاوی; علیرضا فضل زاده; محمد  فاريابي; صمد  رحیمی اقدم

Authors

Saad Nahi Shakir Alzirgawee PhD Student in Strategic Management, Faculty of Economics and Management, University of Tabriz, Tabriz, Iran Author https://orcid.org/0009-0002-3684-1525
Alireza Fazlzadeh Associate Professor, Department of Accounting, Head of the Department of Accounting, Faculty of Economics and Management, University of Tabriz, Tabriz, Iran Corresponding author https://orcid.org/0000-0001-6243-489X
Mohammad Faryabi Associate Professor, Department of Management, Faculty of Economics and Management, University of Tabriz , Tabriz, Iran Author https://orcid.org/0000-0002-5424-476X
Samad Rahimiaghdam Associate Professor, Department of Management, Faculty of Economics and Management, University of Tabriz, Tabriz, Iran Author https://orcid.org/0000-0001-9103-3163

Keywords:

Ambidextrous Leadership, Corporate Entrepreneurship, Institutional Context, Higher Education, PLS, MGA

Abstract

This study aimed to examine the effect of ambidextrous leadership on organizational entrepreneurship and to determine whether university type acts as a boundary condition of this relationship in public and non-profit universities in Tehran. This quantitative, cross-sectional, applied, and explanatory study was conducted among faculty members of public and non-profit universities in Tehran during the 2025–2026 academic year. The final sample consisted of 384 faculty members, including 192 participants from public universities and 192 from non-profit universities. Data were collected using a structured questionnaire assessing ambidextrous leadership and organizational entrepreneurship. Ambidextrous leadership was operationalized through opening and closing leadership behaviors, whereas organizational entrepreneurship was measured through innovation, proactiveness, organizational risk-taking, and organizational renewal. Data were analyzed using partial least squares structural equation modeling, the MICOM procedure, and PLS multigroup analysis in SmartPLS 4. Ambidextrous leadership had a positive and significant effect on organizational entrepreneurship (β = 0.634, t = 15.463, p < 0.001) and explained 40.2% of its variance. It also significantly predicted organizational renewal (β = 0.611), innovation (β = 0.586), proactiveness (β = 0.542), and organizational risk-taking (β = 0.417), with all effects significant at p < 0.001. Multigroup analysis showed that the effect of ambidextrous leadership on organizational entrepreneurship was significantly stronger in non-profit universities (β = 0.742) than in public universities (β = 0.487; p = 0.003). Opening leadership behaviors were more influential in non-profit universities, whereas closing leadership behaviors exerted a stronger effect in public universities. Ambidextrous leadership is an important driver of organizational entrepreneurship in universities, but its effectiveness depends on institutional context; non-profit universities benefit more from opening behaviors, whereas public universities benefit more from closing leadership behaviors.

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