The aim of this study was to investigate the relationship between ambivalent leadership on innovative behaviors with the mediating role of organizational commitment and work vitality. This research is applied in terms of purpose and descriptive-correlational in terms of quantitative method, which has been investigated as a survey using the standard tools available in the field of research variables using structural equation modeling. The statistical population of the study included all managers and employees of Ilam University, of which 213 people were selected as the sample by Cochran's formula and through simple random sampling method. The research tools included four standardized questionnaires: the Two-Breasted Johnson Leadership Questionnaire (2006), the Innovative Behavior of De Jong and De Hartog (2010), the Organizational Commitment of Allen and Meyer (1990) and the Work Vitality of Krolf (2007) and its face and content validity were confirmed by experts, and the reliability was obtained through Cronbach's alpha which included two-pronged leadership (0.802), innovative behavior (0.721), organizational commitment (0.918), and work vitality (0.818). The data were analyzed using SPSS 26 and Lisrel 8.80 software. The findings of the research showed that ambivalent leadership has a significant effect on innovative behaviors, organizational commitment, and work vitality, as well as organizational commitment and work vitality have a significant effect on innovative behaviors. Therefore, ambivalent leadership has a positive and significant effect on innovative behaviors with the mediating role of organizational commitment and work vitality.