الفهرس 
الفصل الأول : المقدمةيوجد فقط 14 صفحة متاحة للعرض العام
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المستخلص
In a rapidly changing and complex business environment, organizations face the challenge of achieving a balance between exploration and exploitation activities to remain competitive. This delicate balance between innovation and efficiency is known as organizational ambidexterity, as it is a strategic ability that enables organizations to explore new opportunities and exploit existing resources effectively at the same time (Clauss et al., 2021) . To enhance organizational ambidexterity, leaders play a crucial role in creating an environment conducive to exploration and exploitation (Knight & Cuganesan, 2020). The researcher believes that among the different leadership styles, spiritual leadership has emerged as a distinctive and promising approach that works to integrate well-being Spiritual and psychological development of employees with organizational goals. Spiritual leadership emphasizes the development and use of core values, such as altruism, integrity, and meaning, to inspire and motivate employees, as well as it goes beyond traditional leadership theories by recognizing the spiritual dimensions of individuals and their need for self-transcendence and higher purpose in the workplace (Chen et al., 2013). By reviewing previous studies (Pio, 2022; Fry etal., 2017; Maryati & Astuti, 2022), the researcher found the positive impact of spiritual leadership on various organizational outcomes, including employee satisfaction, commitment, and performance. However, there are no studies that have examined the impact of spiritual leadership on organizational ambidexterity. Organizational agility, which is characterized by the ability to adapt quickly and effectively to changing circumstances, has gained great attention as a critical factor for organizational success, as it includes the ability to sense environmental changes,seize opportunities, and quickly reshape resources to meet new challenges. Organizational agility is closely aligned with organizational ambidexterity behaviors, because it requires organizations to explore new capabilities and exploit existing capabilities at the same time (Žitkienė & Deksnys, 2018). Therefore, it is reasonable to consider organizational agility as a potential mediator in the relationship between spiritual leadership and organizational agility.