Ambidextrous Leadership as a Multidimensional Construct

Exploration and exploitation have been considered as two distinct activities leading to two different strategies. The ability to pursue, simultaneously, exploitation and exploration appears to be the best way to promote innovation and enhance the company's performance. This reasoning led to the ambidexterity construct and to the ambidextrous leadership. The aim of this theoretical paper, by opposition to previous researches which claim that ambidextrous leadership is a composite of flexible leadership style, is to reveal that ambidextrous leadership is a composite of three leadership styles: flexible leadership, situational leadership and versatile leadership.