ItOrganizational ambidexterity is not possible for businesses to implement their strategic plans without changing them as the organizations that operate in a constantly changing environmentEnvironment and are not independent and nisolated from their environmentEnvironment. In the strategic managementStrategic management of organizations, it is important to organize and store all kinds of information (qualitative and quantitative) obtained under uncertain and variable conditions, to predict risks, and to take effective decisions by evaluating all resources and opportunitiesOpportunities. Therefore, while the organizations need to look for most efficient ways of benefiting the resources they have, they ought to evaluate the opportunitiesOpportunities around them. Even though it requires opposing strategies in organizational managementManagement, being able to use these two approaches at the same time is expressed with the concept of ambidexterityAmbidexterity as an organizational capabilityCapability. When organizational ambidexterityOrganizational ambidexterity is considered with its structural dimensionDimensions; it is the ability of reshaping the resources and capabilitiesCapability of the enterpriseEnterprises according to changing conditions (exploitationExploitation), within the same process, by acquiring new resources and developing new skillsSkill (explorationExploration) to evaluate the opportunitiesOpportunities that occur in the environmentEnvironment, that is, the ability to carry out this process together. When it is considered with its contextual dimensionDimensions; it is the ability to carrying out the activities within the organization in harmony (alignmentAlignment) on one side, on the other side, it is the ability to restructure its activities in business units to meet the changing expectations and needs of consumers (adaptabilityAdaptability). In this context, organizations with ambidexterityAmbidexterity, which can be considered as a dynamic capabilityDynamic capabilities, can ensure sustainable competitive advantageCompetitive advantage by increasing their organizational performance both in the short run and in the long run. This study is conducted to research the impact of strategic leadershipStrategic leadership and organizational ambidexterityOrganizational ambidexterityskillsSkill on the strategic agilityStrategic agility of the organization by examining the literature on the subject. Furthermore, the role of organizational ambidexterityOrganizational ambidexterity in the impact of strategic leadershipStrategic leadership on strategic agilityStrategic agility of the organization is investigated. This study consists of four parts. In the first part, ambidexterityAmbidexterity concept is discussed, and then the issue of organizational ambidexterityOrganizational ambidexterity is explained with its dimensionsDimensions. Exploratory and beneficiary innovation abilities and also adaptabilityAdaptability and customization are examined as sub dimensionsDimensions. In the second part, strategic leadershipStrategic leadership issue is being explained. Firstly it is handled conceptually; then follows the review in five dimensionsDimensions as managerial strategic leadershipManagerial strategic leadership, transformational strategic leadershipTransformational strategic leadership, political strategic leadershipPolitical strategic leadership, communicative strategic leadershipCommunicative strategic leadership and ethical strategic leadershipEthical strategic leadership. The third part focuses on strategic agilityStrategic agility. The occurrence of agilityAgility concept, the concept of organizational agilityOrganizational agility and the importance of agilityAgility are explained; and agilityAgility in organizations with its competence, flexibilityFlexibility, responsivenessResponsiveness and speedSpeeddimensionsDimensions is discussed. In the fourth part, place is given to field study, and the resultsResults are evaluated by analyzing the data obtained from the questionnaires applied to the managersManagers of large and medium-sized enterprisesEnterprises. Organizational ambidexterityOrganizational ambidexterity concept came up with Duncan’s study he made in 1976 (Kauppila in Strateg Org 8(4):283–312, 2010). Successful organizations being versatile and coherent in managementManagement of today’s business demands (Duncan in J Pers Soc Psychol 34:590, 1976; Tushman and O’Reilly in Calif Manage Rev 38:8–30, 1996) along with them displaying behavioral modelsModel adaptable to the changesChange that may occur in their environmentEnvironment in the future (Gibson and Birkinshaw in Acad Manage J 47(2):209–226, 2004) became a prominent subject. Such kinds of organizations are those, skilled and effectively adaptable to changesChange in their internalInternal and externalExternalenvironmentsEnvironment simultaneously, namely the organizations having ambidexterityAmbidexterity competence. Therefore, the study of Duncan generated a stimulating effectEffects and it has become an issue of increasing interest of the researchers working on managementManagement, strategy and organization (Raisch and Birkinshaw in J Manage 34(3):375–409, 2008). However, it seems that, more studies are needed.