Ambidextrous leadership empowers organizations to excel in two seemingly opposite areas that set the stage for exploring how leaders can cultivate this duality and entrepreneurial orientation to drive success and ingenuity in a dynamic and competitive work environment. Aim: Assess the effect of educational program about ambidextrous leadership for nursing managers on entrepreneurial orientation and organizational ingenuity. Methods: A quasi experimental design was used in this study. Setting: The current study was carried out at Benha University Hospital in the Qaluobia Governate of Egypt across all 36 units. Sample: All (105) nursing managers. Tools of data collection: Four tools were employed to gather data, namely: Ambidextrous leadership Knowledge Questionnaire, Ambidextrous leadership Practices Questionnaire, Entrepreneurial Orientation Questionnaire and Organizational Ingenuity Questionnaire. Results: The greatest percentage of them (89.52%) had sufficient knowledge about ambidextrous leadership at immediate post program phase, While less than three quarters of nursing managers had satisfactory level of practice at immediately post-program phase and follow up phase, less than three quarters of them had high entrepreneurial orientation level at immediately post-program implementation phases and the majority of nursing managers had reported a high level of organizational ingenuity at immediately post-program implementation phase. Conclusion: There was a highly statistically significant positive correlation among nursing managers' total knowledge, and practices regarding ambidextrous leadership and entrepreneurial orientation and organizational ingenuity at pre- program, immediately post and follow-up program phases. Recommendations: Hospital administrators should foster a culture of ambidexterity by incorporating periodic ambidexterity training for nursing managers at all levels.