<![CDATA[Background: Public organizations increasingly face simultaneous demands for procedural reliability and rapid adaptation under digital transformation and environmental volatility. At high-dynamism immigration checkpoints, this tension is especially acute because officers must comply with strict border-control procedures while responding to evolving service and security challenges. Objective: This study examines how ambidextrous leadership drives workforce agility through the mediating mechanism of individual ambidexterity among immigration officers, and whether environmental dynamism moderates this pathway. Methods: A quantitative cross-sectional survey of 450 officers at TPI Soekarno-Hatta was analyzed using PLS-SEM in SmartPLS 4 with a disjoint two-stage moderated mediation approach and 5,000 bootstrap resamples. Results: Ambidextrous leadership significantly predicts individual ambidexterity, which significantly predicts workforce agility. Individual ambidexterity partially mediates the leadership–agility relationship, accounting for 48.3% of the total effect. Environmental dynamism does not significantly moderate the individual ambidexterity–agility path. This non-moderation is interpreted cautiously as being consistent with a proposed institutional ambidexterity trap in which formal demands for adaptability coexist with institutional arrangements that constrain exploratory behavior. The single-site, cross-sectional design limits causal inference and generalizability. Conclusion: The findings support a leadership–individual ambidexterity–workforce agility pathway in frontline public service and identify a testable institutional boundary condition for future multi-site research on bureaucratic ambidexterity.]]>
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