Principals between exploitation and exploration: Results of a nationwide study on ambidexterity of school leaders

Both organizational and management research suggest that schools and their leaders need to be ambidextrous to secure prosperity and long-term survival in dynamic environments characterized by competition and innovation. In this context, ambidexterity refers to the ability to simultaneously pursue exploitation and exploration and thus to deliver efficiency, control and incremental improvements while embracing flexibility, autonomy and discontinuous innovation. Using a unique, randomized and representative data set of N = 405 principals, we present findings on principals’ exploitation and exploration. The results indicate: (a) that principals engage far more often in exploitative than in explorative activities; (b) that exploitative activities in schools are executed at the expense of explorative activities; and (c) that explorative and ambidextrous activities of principals are positively associated with the (perceived) competition between schools. The study brings a novel perspective to educational research and demonstrates that applying the concept of ambidexterity has the potential to further our understanding of effective educational leadership and management.

Managing the exploitation-exploration tradeoff: how leaders balance incremental and discontinuous innovation

Purpose The purpose of this paper is to explain how leaders balance exploitation (incremental innovation) and exploration (discontinuous innovation). Design/methodology/approach A qualitative study with 11 senior leaders in Australian Defence Force. Findings The study identifies a number of factors that leaders take into account when deciding whether to focus on exploitation or on exploration. Originality/value The study concludes that transactional leadership is appropriate in the context of exploitation, while transformational leadership is appropriate in the context of exploration.