In simple terms being able to switch to different leadership styles at eh

In simple terms being able to switch to different

This preview shows page 9 - 12 out of 12 pages.

In simple terms being able to switch to different leadership styles at eh specific time is necessary to foster innovations and transformations within the business. Ambidextrous leadership consists of three elements, first and foremost is open behaviors to focus on exploration. Secondly, closing leader’s behaviors to focus on exploitation, and last but not least is the temporary flexibility to be able to switch between the situation that is required (Lubatkiet al). Opening leadership which are under behavioral element includes, giving a chance to a number of ways to accomplish a given tasks, experimentations and errors, whereas the closing behaviors
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AMBIDEXTROUS ORGANISATION 10 include things such as sticking to the plans and trying to minimize the mistakes as much as possible, and also monitoring various routines that have been assigned to the teams under you. Future directions and controversy of ambidexterity Some researchers, inclusive of the practitioners have argued that most companies that have been established in the past years lack flexibilities, to go beyond their limits and conquer new territories. One of the factors that contribute to this is known as success trap. For example, focusing so much on how the bossiness succeeded on their past activities (Smith 2005). The solution to this menace in prominent organizations is to try and adopt a venture capital model and decide to fund exploratory expeditions but keeping in place their explorations. Also, another solution is also to try and use cross-functional teams so that they can achieve breakthroughs in their research and innovations, alternating between to models have also been suggested as a solution for a successful trap. This was argued after the researcher’s study one of the biotechnology firms on how their management control systems were adjusted periodically to focus on both the exploration and exploitation at different time periods. The scientist furthered argued if ambidexterity can be attained due to exploration and exploitation tend to rise from various confusing pieces of information and inputs. An empirical study that was further conducted by Wong (2004) cautioned that deficient levels of both the exploration and exploitation are not sufficient to contribute for a company to succeed. The high performance of a company will mean that they will need to have continuous exploitation, in both the business model market side and also concerning its innovation. When employees in the organization have a desire to receive various awards, they can hamper ambidexterity in the organization, when an organization sets up an award on completing
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AMBIDEXTROUS ORGANISATION 11 of task employees will have no choice but to be able to conform towards the standard procedures that are outlined by the organization Conclusion.
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  • Spring '16
  • WILLIAM WAY
  • Finance, Management, Ambidexterity, Ambidextrous Organisation

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