Abstract

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.