TY  - JOUR
AB  - Purpose– The purpose of this paper is to answer calls for more research on how leaders may promote organizational ambidexterity (i.e. exploitation and exploration), and how such behaviors relate to transactional and transformational leadership styles. Design/methodology/approach– The findings presented in this paper are based on semi-structured interviews with 11 senior leaders in Australian Defence. Findings– This paper identifies three organizational mechanisms that leaders rely on to promote exploitation, and five behaviors that leaders rely on to promote exploration. These mechanisms and behaviors closely match transactional and transformational leadership styles, respectively. Originality/value– This paper provides support for the leadership ambidexterity construct, and for the thesis that transformational leadership is appropriate in the context of exploratory innovation, while transactional leadership is appropriate in the context of exploitative innovation.
VL  - 35
IS  - 6
SN  - 0262-1711
DO  - 10.1108/JMD-01-2016-0004
UR  - https://doi.org/10.1108/JMD-01-2016-0004
AU  - Baškarada Saša
AU  - Watson Jamie
AU  - Cromarty Jason
PY  - 2016
Y1  - 2016/01/01
TI  - Leadership and organizational ambidexterity
T2  - Journal of Management Development
PB  - Emerald Group Publishing Limited
SP  - 778
EP  - 788
Y2  - 2024/09/19
ER  -