The role of ambidextrous leadership and internal and external enablers of ambidextrous innovation

Abstract

In rapidly changing industries, organisations must utilise existing capabilities while pursuing new opportunities to stay competitive. This study examines how and why ambidextrous leadership and internal and external organisational factors play a role in ambidextrous innovation. The setting is a large African multinational telecommunications organisation. A qualitative case study approach was employed, using semi-structured interviews with 18 senior leaders across various divisions to examine how leadership practices, organisational support systems, and external influences affect the adoption and ongoing success of ambidextrous innovation strategies. The findings indicate that visionary leadership, psychological safety, behaviours that encourage risk-taking, and prevailing market conditions are essential for fostering both exploitative and exploratory innovation. Misaligned performance management systems with a general bias towards short-term objectives and incentives, hierarchical decision-making, and the external regulatory environment were identified as barriers. Effective innovation ambidexterity within an organisation relies on ambidextrous leadership capabilities at every level, supported by flexible structures, empowered teams, and clear strategic alignment to effectively manage the tension between radical and incremental innovation in rapidly changing environments.