Six actionable strategies to be a successful ambidextrous leader

Ambidextrous leaders often have a competitive advantage thanks to their innovative approach to management and leadership. However, this also comes with its challenges, whether that’s in an entrepreneurial context or a research environment. 

This article will propose actionable strategies to help overcome barriers to implementing an approach posited by Robert Duncan in 1976 but well suited to today’s climate of uncertainty and technological change. When scientists decide to adopt an ambidextrous leadership style, they need to carefully consider the involvement and commitment of the whole organisation because these elements can significantly impact on the success of the cultural change required. 

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Ambidextrous leadership balances the competing needs for innovation and refinement of existing approaches. Here are six aspects for scientists to consider when opting for a leadership strategy that can be highly effective in both short- and long-term project and career management.

1. Watch your pocket 

One of the most challenging aspects of adopting ambidexterity is the need to allocate (often limited) resources among current operations and new initiatives. Leaders need to balance short-term and long-term priorities to ensure the long-term growth of the organisation. You may have secured funding for an immediate project, but perhaps part of it would be better dedicated to training personnel and laying the foundation for future endeavours. For example, when working within budget constraints, you might have to decide how much to invest in the latest analytical equipment in the development of new research lines, how much is needed to support existing projects and how to cover costs for open access publications. 

A key element to remember when it comes to resource allocation is that exploratory initiatives often require time, energy and financial investment without any predictable return. Leaders must also develop a deep understanding of risk management and an ability to make difficult decisions with limited information.

2. Align conflicting needs 

Leaders must be able to apply critical thinking, as well as their negotiation and conflict-resolution skills to reconcile short-term and long-term goals that may require conflicting decisions and priorities. For example, improving day-to-day lab operational efficiency may demand cost reductions, while investments in new equipment and publishing research need more spending. When working in teams, it is essential to create a shared vision and align members around common goals, although each of them may have their own objectives and requirements, even at personal level. This requires respectful, transparent and open communication as well as high levels of collaboration and commitment to the shared goals. 

3. Encourage cross-pollination

Collaborating with external partners through projects or events can provide access to new ideas, perspectives, mindsets and technologies that would be difficult or even impossible to develop in isolation. Joining forces with others to leverage your combined expertise and resources can widen your intellectual horizons and strengthen your profile as well as mitigate the risks of failure. Clear communication, mutual trust and a shared vision for the future are key ingredients in long-term, trust-based partnerships and, as a result, a strong network. 

4. Champion continuous development

Investing in training and educating yourself, your colleagues and students can help to increase everyone’s openness to change and develop a new mindset based on proactivity, collaboration and adaptive leadership. Training programmes should be designed to build both technical and soft skills (such as creativity, adaptability, problem-solving, critical thinking and communication – especially, intergenerational and intercultural). 

5. Encourage regular communication

Transparency and openness in communication help to reduce the level of uncertainty and resistance to a new leadership style within a team. Clearly explain why ambidextrous leadership is being adopted, the related strategic objectives and the benefits it will bring to the organisation and individual employees. Make sure to encourage open dialogue and feedback, creating a sense of shared ownership and involvement in the change process as it moves away from a rigid hierarchy.

6. Don’t limit experimenting to the lab 

An environment where people are not afraid to make mistakes leads to more creativity and innovation, which ultimately results in new solutions. For example, Google allows its employees to spend 20 per cent of their working time on personal projects, which encourages the generation of new ideas. Brainstorming sessions to explore the potential evolution of projects can be a way to analyse the status of the research while identifying what the next steps might be.

The implementation of ambidextrous leadership requires not only strategic planning but also a deep overarching understanding of the specific needs – current and future alike – of the organisation or institution. Overcoming the challenges associated with this approach is possible with skills that are often well known to scientists and yet underestimated or even overlooked, such as proper planning, the right mindset and the ability to foster a culture that supports innovation and adaptability. 

Greta Faccio is a scientific consultant for innovation in St Gallen, Switzerland. Valentina Lorenzon is a career and business strategist based in London, UK.