Psychological capital is employee’s positive state in obtaining and sustaining the competitive advantage. Psychological capital is referred to as the “HERO within” indicating what individuals are likely to achieve with, as opposed to what they are likely to achieve without, positive psychological resources. This acronym also connotes the four positive cognitive resources constituting psychological capital: Hope, Efficacy, Resiliency, and Optimism. It is posited that these resources tend to work together resulting into superior performance. This paper examines the relationship between psychological capital and organizational ambidexterity. The paper is conceptual in nature and reviewed extant literature. The findings from the reviewed literature revealed that many psychological attributes are yardsticks for the survival of any organization, these are: consistence, perseverance, appreciation, innovative etc. Managers’ ambidextrous behaviors’ needs to be developed and utilized for smooth running of any institution and on time too. The study recommends that management of organizations can help their managers, through training and re-training to develop their psychological capital. Also, employees with low psychological capital should not always be used in critical situations that need urgent attention.