TMT leadership ambidexterity: balancing exploration and exploitation behaviors for innovation

Abstract

PurposeThe purpose of this study is to explore balanced leadership behaviors, which exhibit ambidexterity, in a top management team (TMT) recognized for innovation and operational success.Design/methodology/approachAn action research case study was conducted in a single global organization in an industry requiring high levels of innovation. Operationalized as a balance of exploratory and exploitative behaviors, leadership ambidexterity was measured using the strategic-operational dimension of the Leadership Versatility Index (LVI©) which when completed included 67 assessments provided by TMT peers, supervisors and direct reports. Using quantitative and qualitative data, we examined the behaviors of six executives and the degree of flexibility they exhibit when switching opposing behaviors.FindingsThis study provides empirical evidence that TMT leaders of a highly innovative company strive to flexibly move between explorative and exploitative behaviors both as individual members and as an executive team. A high degree of exploitation–exploration versatility was also linked to the TMT effective performance.Practical implicationsFor organizational practitioners, the study offers a quantifiable measure of individual and team leadership ambidexterity. It can be used to raise awareness and suggest ambidextrous behaviors to TMT leaders and “high-management-potentials”.Originality/valueThis study measures leadership ambidexterity of individual executives and the TMT as a group using a quantitative instrument supported by 360-degree qualitative data. Access to both secondary and proprietary information allowed in depth examination of the TMT behaviors in an innovative firm, which was acquired at a premium and was recognized with multiple innovation awards.

Proactiveness, knowledge management capability and innovation ambidexterity: an empirical examination of digital supply chain adoption

“…Exploratory innovation focuses on radical changes in a firm's technological capability to discover emerging markets and satisfy new customer needs (Cho et al, 2020). It is a future-oriented activity that necessitates moving beyond current searches to pursue more experimental, risk-taking and versatile discoveries (Lawrence et al, 2022). Firms strategically seeking exploratory innovation are extending their search perspective to dilate the rigid boundaries of onsite search limitations.…”

A növekedéssel kapcsolatos kihívások és kontextuális kettős képesség. A felső vezetők (TMT) integráltságának vizsgálata

“…A szervezeti célokat a felsővezetői csapat határozza meg. Ebből kifolyólag a felsővezetői csapatnak világossá kell tennie és modelleznie kell a megfelelő magatartást a szervezet tagjai számára, hogy éppen mire fókuszáljanak a szervezeti célok elérése érdekében (Lawrence, Tworoger, Ruppel & Yurova, 2021). A szervezeti kettős képességet a felsővezetői csapat belső folyamatai irányítják (Tushman & O'Reilly, 1996).…”

Ambidextrous organizations in and from emerging markets—Editors' special issue introduction

“…Moreover, Zhang, Zhang, and Law (2021) found that paradoxical leadership also positively influences individual and team ambidexterity. Effective performance of top management teams also learnt to be influenced by versatility between higher degrees of exploration and exploitation (Lawrence, Tworoger, Ruppel, & Yurova, 2021).…”