HUBUNGAN KEPEMIMPINAN AMBIDEKSTER TERHADAP AMBIDEKSTERITAS KARYAWAN DENGAN BUDAYA ORGANISASI SEBAGAI MODERATOR (STUDI PADA PT SAITAMA STAMPING INDONESIA DI KAWASAN KARAWANG INTERNATIONAL INDUSTRIAL CITY)NIM.: 22107010098Hanifhah Salsabiila Dwi AstutiauthorThe rapidly evolving and complex nature of industrial competition presents new challenges and demands for the ability to combine innovation and efficiency. The success of this integration depends on leadership style and the strategic role of organizational culture as the foundation for guiding employee behavior. This study aims to analyze the relationship between ambidextrous leadership and employee ambidexterity, with organizational culture as a moderator, at PT SSI. The measurement tools used were the Ambidextrous Leadership Scale, the Employee Ambidexterity Scale, and the Organizational Culture Scale. The research method employed a quantitative correlational approach with a sample of 177 permanent and contract employees at PT SSI. The sampling technique used was total population sampling. Data analysis was explicitly conducted using two separate structural models: an open leadership model focused on exploration and a closed leadership model focused on exploitation, using linear regression analysis and moderated regression analysis (MRA) with the assistance of JAMOVI software, version 2.6.45.0 for macOS The results of the study indicate that all structural models require organizational culture as a moderator to achieve optimal effectiveness. The influence of leadership style is very limited; in fact, even the closed leadership style was found to have no effect on exploitative employee behavior when organizational culture is weak ( = 0.0195; p = 0.813). However, when organizational culture is moderate to high, both models show a significant increase, reaching  = 0.518; p < 0.001 in the open leadership model with exploration and  = 0.2448; p = 0.002 in the closed leadership model with exploitation. These findings demonstrate that organizational culture can strengthen leadership functions in fostering exploratory and exploitative roles among employees in a Japanese-Indonesian multinational company.150 Psikologi2026-07-20UIN SUNAN KALIJAGA YOGYAKARTA;FAKULTAS ILMU SOSIAL DAN HUMANIORAThesis