Ambidextrous leadership is characterized with displaying and switching two kinds of leader behaviors, open and closed leader behaviors, flexibly depending on the situation. Despite reported empirical evidence showing the positive impact of ambidextrous leadership on team innovative behavior, few studies have specifically examined the mechanism explaining how ambidextrous leadership increases team innovative behavior. This study attempts to examine perceived inclusion as a mediator and team learning goal orientation as a moderator to better understand its underlying psychological process and boundary condition. We collected survey data from a total of 431 people (85 teams) working in public organizations and created team-level variables by aggregating individual responses into team-level measures. Our analyses confirmed that ambidextrous leadership can enhance team innovative behavior and more importantly, this relationship is mediated by increased team members’ perceived inclusion. In addition, this mediation effect was significantly moderated by team learning goal orientation. Practically, this research suggests that team innovative behavior can be promoted by a leader with an ambidextrous view whose ability to deal with conflicting needs can effectively instill a sense of inclusion among team members and this relationship would be stronger with a team high in learning goal orientation.