Ambidextrous Leadership: Mitigating Turnover Intentions in Millennial Workforce

ABSTRACT


Introduction/Main Objectives:
This study aims to decrease the intention of millennial employees to leave startup companies in Indonesia through the roles of Ambidextrous Leadership, Work-Life Balance, Career Development, and job satisfaction.Background Problems: The startup industry in Indonesia is rapidly growing alongside advancements in information and communication technology, yet still faces high turnover rates.Novelty: The uniqueness of this research lies in its focus on Ambidextrous Leadership, which combines exploration, exploitation, and flexibility, aligning well with the millennial generation's penchant for change and the development of new ideas in startup companies.Research Methods: This research adopts a quantitative method with a causal research design.A sample of 300 respondents is chosen through the snowball sampling technique.Data analysis involves utilizing SEM-PLS to examine the research hypotheses.Finding/Results: In the context of startup companies, Ambidextrous Leadership, Work-Life Balance, and Career Development play crucial roles in enhancing job satisfaction and reducing employee Turnover Intention.Conclusion: The managerial implication is that startup company leaders need to adopt an Ambidextrous Leadership approach, prioritize Work-Life Balance, and provide clear Career Development opportunities to retain talent and improve employee satisfaction.

Introduction
The swift advancement of information and communication technology is observable globally, characterized by the ongoing surge in internet usage over time.By early 2022, global internet users had risen by 4%, totaling 4.95 billion compared to 4.66 billion in 2021 (Indonesian Digital Report, 2022).Similarly, there has been a significant increase in internet users in Indonesia, reaching 212.9 million by early 2023 compared to 204.7 million in early 2022 (Indonesian Digital Report, 2022;Kompas, 2023).
As information and communication technology continues to advance, global competition across industries has intensified, particularly within the startup business sector in Indonesia.Referring to Startup Ranking data, the number of startups in Indonesia reached 2,583 in early 2024, placing Indonesia 6 th globally in terms of the largest number of startups, surpassing Germany and France, and ranking highest among ASEAN countries in terms of the number of startups (Startup Ranking, 2024).
However, despite the significant number of startups, they are not without problems.According to research conducted by the Indonesian Information and Communication Technology Creative Industry Community (MIKTI), several main issues faced by startups in Indonesia include funding (34.1%), human resources (18.7%), regulations (13.3%), market (12.9%),strategy (12.3%), and facilities (8.8%) (Dihni, 2022a).Referring to this data, the human resources factor emerges as a major challenge in the domestic startup industry, leading to a significant number of layoffs in Indonesia, with 72.5% of startups reducing their workforce to less than 50 employees (Dihni, 2022b).
Moreover, human resource issues in the startup industry also involve employee turnover, with a resignation rate reaching 25% (Annur, 2019).This aligns with a survey by Alpha JWC Ventures, revealing that 91% of startup employees are open to leaving their current jobs (Wafi, 2022).Furthermore, the survey results from Alpha JWC Ventures also reveal three main reasons employees wish to leave their companies: compensation and rewards, mismatch of company mission and culture, and lack of Career Development opportunities (Wafi, 2022).Compensation and rewards are closely related to employee job satisfaction (Adanlawo, Nkomo, & Vezi-Magigaba, 2023), the mismatch of company mission and culture with employees relates to the expected Work-Life Balance (Lamane-Harim, Cegarra-Leiva, & Sánchez-Vidal, 2023), and the lack of Career Development opportunities are associated with the existing Career Development in the company and the role of leaders in it (Gedifew, 2023;Karunia, Darmawansyah, Prasetyo, Triyadi, & Ariawan, 2023).
As the subjects of this research are millennial employees, the author has chosen Ambidextrous Leadership as one of the variables to be investigated, considering that this leadership style emphasizes exploration, exploitation, and flexibility, which align well with millennials' concern for change and development of new ideas in the company.Ambidextrous Leadership also represents a novelty in this study, combining exploration and exploitation elements into a complex leadership concept.Additionally, the author will examine the relationships between other identified variables, such as job satisfaction, Work-Life Balance, and Career Development, with Turnover Intention.Thus, this research is expected to provide better insights into the factors influencing employees' intention to leave startup companies, especially among millennials.
The findings of this study are also anticipated to offer guidance for startup leaders in managing millennial employees more effectively, thereby reducing turnover rates and enhancing overall company performance.Implementing comprehensive training and development programs for startup leaders and managers to adopt an Ambidextrous Leadership approach, which balances exploration and exploitation, will likely enhance job satisfaction and reduce employee Turnover Intentions.High turnover rates in startups can significantly disrupt operations and have financial implications.Turnover can lead to project delays, disrupt team continuity, and increase recruitment and training costs.High turnover also affects team morale and productivity, leading to a loss of valuable knowledge and experience.Startups often operate with limited resources, and frequent turnover can strain these resources further, impacting the overall success and sustainability of the company.To quantify the impact, consider the resignation rate of 25% reported in startups.(Annur, 2019).This high turnover rate necessitates frequent recruitment, which incurs costs related to job advertising, hiring processes, and training new employees.Additionally, the disruption caused by turnover can lead to decreased productivity and morale, affecting the company's bottom line.For instance, the financial cost of replacing an employee can range from 50% to 200% of their annual salary, depending on the position level and the industry.Therefore, addressing turnover through effective management practices is essential for startups' financial health and operational efficiency. The

Ambidextrous Leadership
Leadership is a collective effort to achieve common goals, often through teamwork (Virgiawan, Riyanto, & Endri, 2021).In organizational behavior, leadership is characterized as the skill to steer a group toward achieving objectives (Meng & Berger, 2019).Leadership research has demonstrated the significance of behavioral traits and personality attributes within organizational settings (Hapsari, Riyanto, & Endri, 2021;Meng & Berger, 2019).Leadership is currently a primary focus in management as it is considered key to understanding and responding to complex social dynamics (Sun & Anderson, 2012).While leadership was initially viewed as an innate trait, contemporary thinking supports the idea that leadership can be developed through experience and learning (Collings, 2012).
One emerging approach in leadership studies is the concept of Ambidextrous Leadership, which emphasizes the importance of combining exploration and exploitation to achieve organizational goals (Jia, Hu, & LI, 2022).Ambidextrous Leadership helps create an innovative environment and advances organizational and individual capabilities (Ma, Zhou, Chen, & Dong, 2018;Zacher & Rosing, 2015).Recent studies have continued to support the significance of this leadership style in fostering adaptability and innovation (Gerlach, Hundeling, & Rosing, 2020).Thus, Ambidextrous Leadership is relevant and important in managing modern organizational dynamics (Lubatkin, Simsek, Ling, & Veiga, 2006).

Work-Life Balance
In the context of modern industries and millennial employees, Work-Life Balance is becoming increasingly relevant (Delecta, 2011).Work-Life Balance refers to an individual's capacity to maintain equilibrium between their professional responsibilities and personal commitments, a crucial requirement for millennials who prioritize harmony between work and personal life.Priatna, Jusdijachlan, & Ridwan (2022) corroborate this concept by illustrating that Work-Life Balance indicates the state where employees can harmonize their work demands with their lives outside of the workplace.Frame & Hartog (2003) also emphasize the importance of flexibility in work hours to enable millennial employees to integrate work with their personal needs and aspirations.
Contemporary businesses recognize that achieving Work-Life Balance is a psychological necessity and a vital element in keeping millennial workers engaged and motivated.Ranaweera & Dharmasiri (2019) highlight that millennial employees often seek job flexibility to maintain a healthy equilibrium between their professional and personal lives.This underscores the importance of companies adapting their policies and workplace culture to promote Work-Life Balance as a strategy for both attracting and retaining millennial talent.Factors such as social support, stress levels, and job characteristics must also be considered to improve the Work-Life Balance of millennial employees in today's fast-paced and dynamic work environments.

Work Satisfaction
Job satisfaction indicates how much individuals feel their work environment meets their expectations and is closely tied to theories of fairness, psychological agreements, and motivation (Robbins & Judge, 2015).Robbins & Judge (2015) explain that job satisfaction is a favorable sentiment toward work resulting from evaluations of its different aspects.Employee job satisfaction is a significant concern in the context of work productivity and employee well-being, as dissatisfaction is often associated with high-stress levels and job complaints (Sutrisno, 2017).Rivai ( 2014) explains that job satisfaction reflects individuals' evaluations of their satisfaction or dissatisfaction with their work.
The level of job satisfaction varies for each individual according to their preferences, values, and expectations.In the realm of millennial workers and contemporary firms, job satisfaction emerges as a critical element in talent acquisition and retention.Millennial employees often pursue roles that offer fulfillment and resonate with their values, prompting companies to address their preferences and requirements when crafting a conducive work environment.Therefore, the company's approaches to fostering job satisfaction are pivotal in cultivating an inclusive and development-centric workplace culture for millennial staff.

Turnover Intention
As per Robbins & Judge (2015), Turnover Intention denotes an employee's inclination to depart from a company, whether willingly or due to external factors, such as disinterest in their current position and the presence of alternative job opportunities.Additionally, Mobley (2016) ) suggests that Turnover Intention signifies an individual's choice to exit an organization in favor of a job offering superior financial benefits.Similarly, Susiani (2014) indicates that Turnover Intention represents an individual's deliberate intent to resign from their employment.
Robbins & Judge (2015) clarify that departure from an organization can happen through voluntary or involuntary means.Voluntary turnover occurs when employees leave the organization because they are not interested in their current job and see better opportunities elsewhere.On the other hand, involuntary turnover occurs when management terminates the employment relationship with an employee.According to Mathis & Jackson (2012), job dissatisfaction can influence Turnover Intention, which can increase the desire to leave the job; Elangovan (2001) also states that the desire to leave the organization can decrease job satisfaction.
Millennial employees in modern industries may express their dissatisfaction in more active and destructive ways, such as considering leaving the organization.This phenomenon suggests that modern companies need to pay attention to the needs and desires of millennial employees in creating a work environment that meets their expectations and motivates them to stay.Therefore, talent management strategies and enhancing job satisfaction are key to reducing Turnover Intention among millennial employees.

Method, Data, and Analysis
The research methodology employs a quantitative approach with a causal orientation to examine the relationships among the studied variables (Sugiyono, 2019).This study focuses on the startup industry in Indonesia, aiming to understand the impact of Ambidextrous The study involves 300 participants, all of whom are millennial employees in the Indonesian startup sector.The sample size of 300 was determined based on statistical power analysis to ensure sufficient power to detect significant effects.Sample selection follows the guidelines provided by Hair, Howard, & Nitzl (2020), using the snowball sampling technique.Snowball sampling is particularly effective for reaching specific populations that are otherwise difficult to access, which is often the case with startup employees.This technique leverages the networks of initial participants to recruit further subjects, ensuring a broad reach within the target demographic.However, it can introduce bias due to its reliance on referrals from initial subjects.To mitigate this, the study ensures diversity in initial subjects and cross-verifies responses to enhance representativeness.
Data collection was conducted using a questionnaire designed in Google Forms, targeting the intended sample.The questionnaire underwent pre-testing to ensure clarity and relevance of the questions.Interviewers received training to ensure consistency and accuracy in data collection.Additionally, data validation checks were implemented to maintain data quality and integrity.
The measurement instruments for this study include validated scales from previous research.Ambidextrous Leadership was measured using items adapted from Jansen, Vera, et al. (2009) and Jia et al. (2022).Work-Life Balance was assessed using the scale from Delecta (2011) andPriatna et al. (2022).Career Development was measured using items from Rivai (2014) and Sunyoto (2015).Job satisfaction was assessed using the scale from Robbins & Judge (2015), and Turnover Intention was measured using items from Mobley (2016) and Susiani (2014).
Data analysis was performed using Structural Equation Modeling-Partial Least Squares (SEM-PLS) with SmartPLS v.3.8.SEM-PLS was chosen over other methods like CB-SEM due to its advantages in handling complex models with multiple constructs and indicators and its suitability for exploratory research.SEM-PLS is also robust with smaller sample sizes and does not require the data to meet strict normality assumptions, making it ideal for this study's context and data characteristics.
Observations were conducted through regular direct observations within startup companies in Indonesia to gather additional qualitative insights and corroborate the quantitative findings.These observations provided a comprehensive understanding of the startup work environment and the dynamics influencing the studied variables.

Results
This study adopted a minimum factor loading threshold of 0.70 as the criterion.Through convergence testing, it was observed that all indicators used in the study, totaling 60, exhibited outer loading values exceeding 0.7.This suggests that all indicators are deemed valid or meet the convergence standards (Ghozali, 2014).Moreover, in the discriminant validity assessment using cross-loading and AVE, it was established that the correlation between constructs and their respective indicators surpassed the correlation with other constructs, with AVE values surpassing 0.5 (Sarstedt, Hair, Nitzl, Ringle, & Howard, 2020) Moreover, the R-square assessment yields an F-value of 149.86 for Turnover Intention and 309.19 for job satisfaction.These results signify that the variables under study collectively impact their respective variables (Khan et al., 2019).Lastly, the GoF computation returns a value of 0.851, exceeding 0.36.This indicates a high and satisfactory level of quality in the overall performance of the measurement and structural models (Sarstedt et al., 2020).Furthermore, in hypothesis testing using bootstrap resampling, it was discovered that the Ambidextrous Leadership style significantly and positively impacts job satisfaction, as evidenced by the original sample value of 0.434, t-statistic > 1.96, and p-value < 0.05.This implies that, from the perspective of employees, the presence of Ambidextrous Leadership can bolster job satisfaction.

Constructs
On the other hand, Ambidextrous Leadership also exerts a significant and negative direct influence on Turnover Intention, indicated by the original sample value of -0.234, t-statistic > 1.96, and p-value < 0.05.These findings indicate that leaders' display of Ambidextrous Leadership motivates employees to remain with the company.
Work-Life Balance also demonstrates a notable positive direct impact on job satisfaction, supported by the original sample value of 0.309, t-statistic > 1.96, and p-value < 0.05.This implies that maintaining a balance between work and personal life can elevate employee job satisfaction.However, Work-Life Balance also exhibits a noteworthy negative influence on job satisfaction, as indicated by the original sample value of -0.246, t-statistic > 1.96, and p-value < 0.05.This indicates that an imbalance in work-life harmony can diminish employee job satisfaction.
Furthermore, Career Development also enhances job satisfaction, as evidenced by the original sample value of 0.221, t-statistic > 1.96, and p-value < 0.05.The introduction of Career Development initiatives in startup companies is believed to increase employee job satisfaction.Additionally, Career Development also contributes to decreasing Turnover Intention, with the original sample value of -0.185, t-statistic > 1.96, and p-value < 0.05.This suggests that implementing Career Development programs will aid companies in lowering Turnover Intention.
Lastly, job satisfaction also plays a part in reducing Turnover Intention, as indicated by the original sample value of -0.326, t-statistic > 1.96, and p-value < 0.05.This implies that enhancing employee job satisfaction within the organization can help mitigate Turnover Intention.
The hypothesis testing results also found that Ambidextrous Leadership has the greatest influence on increasing employee job satisfaction, while the reduction in employees' intention to leave the company is most significantly influenced by job satisfaction.

Discussion
Ambidextrous leadership, characterized by the ability to balance both exploration and exploitation behaviors, has been found to influence various aspects of job satisfaction positively.Specifically, the aspect of closing behavior within Ambidextrous Leadership has been identified as strongly correlated with job satisfaction (Luu, Dinh, & Qian, 2019;Luu, Viet, Masli, & Rajendran, 2019).This conclusion is supported by research indicating a positive link between Ambidextrous Leadership and job crafting, which, in turn, is connected to job satisfaction (Luu et al., 2019).Additionally, Ambidextrous Leadership has been observed to moderate the positive effects of corporate social responsibility on customer-oriented job crafting and service recovery performance, highlighting its role in enhancing job-related outcomes (Luu et al., 2019).Transformational leadership has also been recognized as a factor that positively influences job satisfaction (Kebede & Demeke, 2017), with research demonstrating that transformational leadership behaviors contribute to increased job satisfaction among faculty members in educational settings (Muga, 2022).Participatory leadership significantly impacts job satisfaction, emphasizing the importance of involving employees in decision-making processes (Damanik, Situmorang, & Dewi, 2021).Additionally, distributed leadership has been linked to higher levels of job satisfaction among teachers, indicating its positive effect on job-related attitudes (Kang, 2019).Overall, the literature indicates that various dimensions of leadership, including Ambidextrous Leadership, transformational leadership, participatory leadership, and distributed leadership, can enhance employee job satisfaction.These findings highlight the significance of effective leadership behaviors in creating a positive work environment and improving jobrelated outcomes.
In the startup environment, Ambidextrous Leadership, which entails balancing both exploration and exploitation behaviors, can have a significant negative impact on Turnover Intention.Notably, the open behavior aspect of Ambidextrous Leadership has been linked to the desire to leave the organization (Saeed, 2020).This suggests that in startups, where agility and innovation are vital for success, a leadership style emphasizing both exploration and exploitation may inadvertently lead to higher Turnover Intentions among employees.Research indicates that despotic leadership, characterized by destructive and abusive behavior, can increase employees' likelihood of quitting their jobs (Albashiti, Hamid, & Aboramadan, 2021).Similarly, toxic leadership has been associated with elevated Turnover Intentions due to its adverse effects on the work environment and employee well-being (Dwita, 2022).Conversely, transformational leadership correlates with reduced Turnover Intentions (Gan & Voon, 2021;Manoppo, 2020).Transformational leaders inspire and motivate employees, leading to higher engagement levels and commitment lowering the likelihood of employees seeking to leave the organization.Additionally, ethical leadership has been shown to decrease Turnover Intentions by enhancing job satisfaction (Shafique, Kalyar, & Ahmad, 2018).Ethical leaders can mitigate employee Turnover Intentions by promoting ethical conduct and establishing a supportive work atmosphere.In summary, while Ambidextrous Leadership may offer benefits in fostering innovation and adaptability in startups, startup leaders must be mindful of its potential negative impact on Turnover Intentions.By incorporating elements of transformational and ethical leadership, startup companies can cultivate a conducive work environment that not only encourages innovation but also enhances employee satisfaction and retention, thereby contributing to the organization's long-term success.
Work-Life Balance is important in boosting job satisfaction, particularly within startup firms.Numerous studies consistently reveal a positive correlation between Work-Life Balance and job satisfaction (Heriyadi, Tjahjono, & Rahayu, 2020;Hermawati, Moeins, & Suhardi, 2023;Mas-Machuca, Berbegal-Mirabent, & Alegre, 2016).This link is further supported by evidence showing that maintaining a healthy Work-Life Balance leads to favorable outcomes such as enhanced performance, reduced Turnover Intentions, and increased organizational pride (Capnary, Rachmawati, & Agung, 2018;Fiernaningsih, Nimran, Raharjo, & Arifin, 2019;Krishnan & Loon, 2018).Maintaining a balanced work-life equilibrium becomes even more crucial in startup settings, characterized by demanding workloads and resource constraints.Research indicates that Work-Life Balance positively influences employee loyalty, performance, and satisfaction (Bagis & Adawiyah, 2022;Capnary et al., 2018).Additionally, the favorable impact of Work-Life Balance on job satisfaction plays a pivotal role in mitigating burnout and fostering employee retention (Priatna et al., 2022).Overall, a substantial body of research underscores the significance of Work-Life Balance in nurturing job satisfaction, a cornerstone for employee well-being, performance, and organizational success, particularly in startup companies' dynamic and demanding environment.
In the startup realm, achieving Work-Life Balance holds significant sway over employee Turnover Intentions.Consistent research reveals a notable negative association between Work-Life Balance and Turnover Intentions (Fitria & Linda, 2019;Kothalawala & Samarakoon, 2018;Kurniawaty, Ramly, & Ramlawati, 2019).Employees feeling a discrepancy between work and personal life equilibrium are more inclined to contemplate leaving their positions, a concern exacerbated in startup atmospheres characterized by intense demands (Kurniawaty et al., 2019).Furthermore, job satisfaction emerges as a pivotal factor tightly linked to Turnover Intentions (Blau, 2009;Bordignon & Monteiro, 2019;Sabanciogullari & Dogan, 2015).Dissatisfied employees are more prone to entertain thoughts of leaving, particularly when grappling with issues like work-family conflicts (Mazerolle, Bruening, Casa, & Burton, 2008).In startups, where resources may be scarce and work pressures relentless, bolstering job satisfaction proves paramount in talent retention and turnover reduction.Additionally, the mediating role of job satisfaction in the Work-Life Balance-Turnover Intention nexus is notable (Bordignon & Monteiro, 2019;Fayyazi & Aslani, 2015).Research indicates that job satisfaction mediates between Work-Life Balance and Turnover Intention, suggesting that content employees are less likely to entertain departure thoughts, even amid Work-Life Balance struggles (Fayyazi & Aslani, 2015).In essence, within startup firms' dynamic and demanding milieu, preserving a healthy Work-Life Balance and nurturing job satisfaction are pivotal strategies in curbing employee Turnover Intentions.Start startup enterprises can bolster employee retention, productivity, and overall organizational prosperity by championing initiatives that promote Work-Life Balance and ensure high job satisfaction levels.
Career advancement holds significant importance in fostering job satisfaction, particularly within startup ventures.Research consistently underscores the positive impact of Career Development initiatives on job contentment (Akbar, Ariansyah, & Aini, 2022), noting their role in not just elevating satisfaction levels but also cultivating organizational dedication (Dewi & Nurhayati, 2021).Furthermore, evidence suggests that Career Development programs positively correlate with employee performance (Wau & Purwanto, 2021), underscoring the value of investing in such endeavors.Equitable treatment, intricately linked with career progression, is strongly associated with job satisfaction (Jayasri & Annisa, 2023), highlighting the necessity of fostering a supportive and equitable work atmosphere through effective Career Development frameworks.Additionally, job satisfaction is intertwined with career planning and growth opportunities (Yang, Yang, & Wu, 2023), emphasizing the interconnected nature of these facets in shaping overall employee contentment and welfare.

Conclusion and Suggestion
In Additionally, the study's cross-sectional design limits the ability to draw causal inferences.
Longitudinal studies are recommended to understand better the causality between leadership behaviors, Work-Life Balance, Career Development, job satisfaction, and Turnover Intentions.This study may not fully capture the unique dynamics of startups, so future research should consider context-specific factors such as the startup stage, industry type, and geographical location to provide a more nuanced understanding.The reliance on selfreported data can also introduce bias.To triangulate the findings, future studies should incorporate multiple data sources, including objective performance metrics and third-party evaluations.
The following recommendations are made for future research based on the identified weaknesses.Increasing the sample size and ensuring a diverse participant pool can enhance the external validity of the findings.Conducting longitudinal studies would allow for a better understanding of causal relationships between the variables.Additionally, considering context-specific factors related to startups, such as their stage of development, industry type, and geographical location, can provide a more detailed understanding of the dynamics at play.Finally, incorporating multiple data sources to complement self-reported data can help mitigate bias and provide a more comprehensive view of the factors influencing job satisfaction and Turnover Intentions in startup environments.Furthermore, future research should explore these relationships in different industries to determine if the findings hold true across various contexts.This would validate the generalizability of the results and provide insights into industry-specific nuances that could influence job satisfaction and Turnover Intentions.

Table 1 .
Summary of Measurement Model Results

Table 3 .
Significance Test Result , stressing the role of the context of startup companies, While the research provides valuable insights, it has limitations.The study may have a limited sample size and lack diversity, which can affect the generalizability of the findings.Future research should aim to include a larger and more diverse sample to enhance the robustness of the results.