The level of analysis (i.e. the level of the organization, the team or the individual) is vitally important
in the conceptualization of contextual ambidexterity. In that sense, the focus on top management team
characteristics as the antecedents of the development of organizational capabilities in ambidexterity is
not matched by studies on the role of individual PDQDJHUV¶ FKDUDFWHULVWLFV RU RQtheir ability to
perform exploring and exploiting leadership roles simultaneously (Turner et al., 2012). Vera and
Crossan (2004) have made a first attempt. They proposed that transformational leadership encourages
exploration and transactional leadership engenders exploitation. However, transformational leadership
is primarily conceptualized and studied at the level of the leader-follower dyad (Yukl, 1999a). Yet
there is a need for more comprehensive models accounting for the influence of leadership on
exploration and exploitation (Yukl, 2009). Each type of transformational behavior can influence both
exploration and exploitation. Intellectual stimulation can be used not only to encourage people to find
new products and markets, but also to encourage people to improve existing products or processes.
Inspirational communication can be used not only to build commitment to a new vision or strategy,
but also to strengthen loyalty to an existing vision an confidence in established practices (Yukl, 2009).
Supportive leadership includes the development of subordinate skills, but the skills may be ones
needed to carry out existing practices effectively rather than ones needed to enhance innovation (Yukl,
2009). A more comprehensive and accurate model to explain leader influence on the two processes of
exploration and exploitation needs to emphasize specific types of leadership behaviors that appear
relevant (Yukl, 2009). This model should not only include leadership behaviors that provide direct
forms of influence, but also indirect forms of influence derived from implementing programs and
systems that encourage, facilitate, and reward collective learning.
5.4 STRATEGIC LEADERSHIP CONCEPTUAL MODEL
From the literature review on strategic leadership, it can be concluded that strategic leadership deals
with the paradox between exploration and exploitation. In turn, the strategic management discipline
revolves around the organization-environment paradox. Bringing these two paradoxes together (i.e.
between exploration- exploitation and between organization-environment) results in a four quadrant
framework (see Figure 5.3).