Leadership in Ambiguous Contexts: Integrating Theory, Debate, and Practice

Abstract

This paper explores the concept of ambiguity leadership through an integrative review of leadership theory, critical debates, and global policy case studies. In increasingly complex and uncertain environments, traditional leadership models emphasizing clarity and decisiveness are insufficient. Drawing from adaptive, complexity, sensemaking, and ambidextrous leadership theories, we show that ambiguity is not merely a challenge but a leadership resource. Case studies including COVID-19 governance, climate adaptation, AI regulation, and geopolitical strategies demonstrate the application and limitations of ambiguity in leadership practice. We argue for a contextual, culturally sensitive understanding of how leaders navigate and strategically employ ambiguity to enable collective sensemaking, resilience, and innovation. The study concludes with implications for hybrid leadership models and future research in cross-cultural contexts.