In the contemporary era, business leaders and managers face a contradiction where austerity into the developed world and the cost-cutting measures in place, they need to enhance efficiencies.
Another side, managers should grow with the rapidpace of development that means they have to innovate to stay ahead of markettrends and to trump their competitors.
Leaders need to boost productivity aswell as be innovative at the same time. They have to be ambidextrous or get the ability to manage contradictory strategies at the same time.
Exploitationin leadership is about centralized structure, short-planning. It indicates that the ambition of exploitation pulls the managers to view the present in terms of success that they have delivered in the past.
This attitude is enshrined in the organizational DNA that makes it almost impossible to think about tomorrow intoday's terms.
This contradiction is at the heart of ambidextrous management which is very rare in the present modern organizations but something that has delivered exceptional results for its practitioners such as Hairer that went from being close to bankruptcy in the year 1980 to market leader now.
Many people take the noun "exploit" and the verb "exploit" in the same way. But both have completely different meanings. The word "exploit" as a noun means "a brave ordaring achievement."
It is not related to "exploit" as a verb that has acompletely different meaning and that forms its noun by the addition of thesuffix "-action'" providing us "exploitation".
Whenwe say his leadership exploits, it means "his achievements as a leader" or "thethings he did in his role as a leader".
Explorationand exploitation both create great opportunities for organizational learning.Leadership styles hold a different effect on the role of exploration inorganizational learning.
Innovative leadership impacts the role of exploration in individual and group learning in a positive way at the same time it impacts the role of exploitation in a negative way in institutionalized learning.
Thealternate use of transactional leadership styles is able to facilitate multilevel organizational learning.
When we aretalking about leadership exploitation, here the organizational ambidexterity isvital to understand. It refers to an organization's ability to be efficient inits management of today's business.
It is also adaptable for coping with future demand. As ambidextrous means being able to use the left and as well as right hand equally, organizational ambidexterity needs the organizations to use both exploration and exploitation techniques to grow.
We cannot deny from this fact that this approach does not have any drawback as some units would duplicate the strategies of the others and they cannot enhances the level that the organization can as a whole.
Therefore, the implication of this kind of strategy is that it should be deployed only in highly diverse and dynamic situations. Overall, the strategy of thinking about the future and living today with past baggage can be daunting for a lot of people.
