Document Type
Article
Publication Date
1-1-2010
Abstract
Using a global sample of public companies, we explored the relationships among transformational and transactional leadership, exploration and exploitation and performance. First, balanced leadership styles drive more innovative learning outcomes than either single style. Second, elements of an expanded framework of innovative learning, including “where” ideas are sourced and “how” they are shared, fully mediate the relationship between leadership and performance. Specifically, “how” drives earnings growth and “where” drives revenue growth. We propose a nuanced ambidexterity, whereby leaders balance not only exploration and exploitation, but also idea sourcing and idea sharing to unleash their organization’s collective wisdom and drive performance.
Keywords
leadership, transformational leadership, transactional leadership, ambidexterity, innovation, exploratory learning, exploitative learning
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Smith, Ann Kowal, "The 'Where' and 'How' of Exploration and Exploitation: Balancing Leadership Styles To Drive Innovation and Performance" (2010). Student Scholarship. 500.
https://commons.case.edu/studentworks/500