Background and Objective: In today's complex and dynamic environments, creating a balance between innovative and exploitative activities is a key capability that facilitates achieving sustainable organizational productivity. Ambidextrous leaders can simultaneously foster these two types of exploratory and innovative behaviors. The nature of the mission of officer academies is such that carrying out these two types of activities simultaneously is essential in them. In this regard, the present study aims to present the ambidextrous leadership model of commanders of officer academies of the Islamic Republic of Iran Army.

Method: The present study is based on the paradigm of pragmatism and is classified as a sequential exploratory mixed research (qualitative-quantitative). The qualitative stage was conducted with the aim of identifying the dimensions of ambidextrous leadership in the target population. The participants of this stage included commanders and deputy commanders of army officer universities who were selected using a purposive judgment sampling method and were surveyed using a semi-structured interview method. The data analysis method of this stage was content analysis. The second stage was conducted with the aim of ranking the identified factors. The statistical population of this stage included middle and senior managers of officer universities, from whom 150 people were selected as a statistical sample. The data were collected using a researcher-made questionnaire and analyzed using the structural equation modeling method.

Findings: Based on the adopted theoretical framework, ambidextrous leadership consists of two dimensions of open and closed behaviors. Open behaviors that aim to promote innovative behaviors include the following actions: the ability to internationalize the university, commercialization skills, development of a network of contacts with the industry, professional development of faculty members, use of human capital capabilities, continuous development and improvement of knowledge, knowledge management, foresight, and goal setting. Closed behaviors of ambidextrous leaders that support exploitative activities include the following actions: continuous monitoring, service, adherence to ethical principles, discipline, efficient financial management, design management, and sustainable balance management. The findings also showed that the application of this type of leadership in the target community requires individual capabilities, which include: individual capabilities, constructive behaviors and attitudes, motivation, individual skills and abilities, and communication skills. In addition, implementing this type of leadership requires the existence of various prerequisites, including: human resources, information resources, facilitating attitudes of managers, supportive policymaking, structure, and process.

Conclusion: Ambidextrous leadership, with its capabilities in promoting innovation and efficient utilization of existing capacities, can help to optimally implement the complex and multidimensional mission of officer universities. In a way that they can both maintain the strong frameworks and principles required by these universities and be successful in the innovations and activities required for scientific and technological advances. The findings of this research can be used as a guide for the actions of managers and commanders of these universities.