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Paradoxical leadership framework to enhance ambidexterity
Mini Dissertation (MBA)--University of Pretoria, 2019.
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| Format: | Thesis |
| Language: | English |
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University of Pretoria
2020
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| _version_ | 1867613662303223808 |
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| access_status_str | Open Access |
| author2 | Chen, Jeff |
| author_browse | Chen, Jeff |
| author_facet | Chen, Jeff |
| collection | Thesis |
| dc_rights_str_mv | © 2020 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. |
| description | Mini Dissertation (MBA)--University of Pretoria, 2019. |
| format | Thesis |
| id | oai:repository.up.ac.za:2263/74009 |
| institution | University of Pretoria (South Africa) |
| language | English |
| last_indexed | 2026-06-10T12:39:42.666Z |
| license_str | Other — see source repository |
| provenance_str_mv | Harvested via OAI-PMH from UPSpace — University of Pretoria Institutional Repository |
| publishDate | 2020 |
| publishDateRange | 2020 |
| publishDateSort | 2020 |
| publisher | University of Pretoria |
| publisherStr | University of Pretoria |
| record_format | dspace |
| source_str | UPSpace — University of Pretoria Institutional Repository |
| spelling | oai:repository.up.ac.za:2263/74009 Paradoxical leadership framework to enhance ambidexterity Chen, Jeff ichelp@gibs.co.za Patel, Dhaval UCTD Mini Dissertation (MBA)--University of Pretoria, 2019. Organisations today are faced with numerous external forces, and the business environment has become very dynamic in terms of innovation and digitisation. Organisations are demanded to lead change and innovation to remain competitive. While driving change and innovation there is a need to find efficiencies in current business operations. The sustainability of the organization over the long term is dependant it’s capability to achieve ambidexterity. This ability will allow an organisation to find optimal balance between exploration activities and exploitation activities. The role of leaders in influencing the ability of an organisation to achieve ambidexterity is increasingly being recognized as a crucial element. The research around leaderships role remains fragmented, and incomplete. This study recognises exploration and exploitation as a paradox, and through a paradoxical lens tries to understand how leaders can find an optimal balance between these paradoxical activities. This was a qualitative, exploratory study intended to understand how leaders practically balanced paradoxes to achieve ambidexterity. Twelve semi-structured, interviews were conducted with senior management and executive leaders across industries working for South African and multi-national companies. The research consolidates knowledge from existing literature and tests the validity with leaders and the relevance of the framework. The study analysed multi-level paradoxes, on how the leaders balanced these paradoxes to drive innovation and change in the organisation. The findings have been consolidated into a single framework which provide a holistic view on how leaders drive innovation and change, while exploiting the current business operations. The aim was to provide a framework for leaders which could be applied in practice to balance paradoxes. tk2020 Gordon Institute of Business Science (GIBS) MBA 2020-04-06T10:00:18Z 2020-04-06T10:00:18Z 2020/04/01 2019 Mini Dissertation Patel, D 2019, Paradoxical leadership framework to enhance ambidexterity, MBA Mini Dissertation, University of Pretoria, Pretoria, viewed yymmdd <http://hdl.handle.net/2263/74009> http://hdl.handle.net/2263/74009 en © 2020 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. application/pdf University of Pretoria |
| spellingShingle | UCTD Paradoxical leadership framework to enhance ambidexterity |
| title | Paradoxical leadership framework to enhance ambidexterity |
| title_full | Paradoxical leadership framework to enhance ambidexterity |
| title_fullStr | Paradoxical leadership framework to enhance ambidexterity |
| title_full_unstemmed | Paradoxical leadership framework to enhance ambidexterity |
| title_short | Paradoxical leadership framework to enhance ambidexterity |
| title_sort | paradoxical leadership framework to enhance ambidexterity |
| topic | UCTD |
| url | http://hdl.handle.net/2263/74009 |