Abstract
The study identifies how subordinates of a multinational organization in Saudi Arabia perceive ambidextrous leadership’s explorative and exploitative factors. A qualitative design was adopted for the study. Data was collected from the employees’ comments about the leaders in a large multinational conglomorate’s organizational Electronic Social Networking (ESN) platform. The comments so collected were analyzed using Thematic Analysis (TA) to address the research objectives. The study results indicate that the leaders exhibited exploration, exploitation, and temporal flexibility styles signifying ambidextrous leadership. Ambidexterity is an aspect that is receiving increased research attention. Despite its widespread use in management science, ambidextrous leadership (AL), and individual level ambidexterity got initiated only in the current decade. The current study extends the literature about AL.
Highlights
The past few years have seen increased interest in organizational ambidexterity (OA), and its multiple and varied uses in management practices (O’Reilly & Tushman, 2004; Raisch et al, 2009)
While exploration is identifying unique ideas and opportunities that could lead to innovation, exploitation involves making the best use of all existing organizational knowledge and resources efficiently
This study has substantially contributed to the literature on ambidextrous leadership theory (Rosing et al, 2011) and ambidextrous leadership
Summary
The past few years have seen increased interest in organizational ambidexterity (OA), and its multiple and varied uses in management practices (O’Reilly & Tushman, 2004; Raisch et al, 2009). While exploration is identifying unique ideas and opportunities that could lead to innovation, exploitation involves making the best use of all existing organizational knowledge and resources efficiently. Both of them are fundamentally different activities that call for divergent resources and attention from corporate leaders (Chang et al, 2011; Tarba et al, 2020). The concentration of attention on either of the two would spell disaster to the organization
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