The aim of this paper is to explore how ambidextrous leadership enables decent work in South Asian SMEs, with insights for the Global South.
A qualitative single-case study was conducted using five semi-structured interviews with senior leaders of a medium-scale apparel SME in Sri Lanka. The study applied thematic analysis, justified sample sufficiency through data saturation, and employed strategies of reflexivity and triangulation to ensure credibility.
This paper found that ambidextrous leadership enables decent work for economic growth by blending formal authority with informal, trust-based practices suited to resource-constrained SME contexts. Findings also highlight how “cultural ambidexterity” allows leaders to respect hierarchy while enabling open employee voice, a dynamic not theorized in earlier ambidexterity literature.
The study’s single-case focus provides in-depth insights but also limits broader generalization
The paper offers guidance for SME leaders to enhance decent work through context-sensitive, flexible leadership approaches such as daily dialogue with employees, embedding skill development into tasks, and fostering low-cost innovation through shop-floor participation.
This paper extends ambidextrous leadership theory by demonstrating its practical relevance in informal, culturally embedded SME environments and by positioning cultural ambidexterity as a distinct contribution to leadership and decent work debates in developing economies.
