Article ID Journal Published Year Pages File Type
887789 The Leadership Quarterly 2015 13 Pages PDF
Abstract

In recent years, there has been strong interest in leaders' exploration and exploitation activities, especially because of their positive effects on performance. Most prior research in this area has focused on the organizational antecedents of leaders' exploration and exploitation activities, with less consideration given to the psychological precursors. This paper draws upon insights from the behavioral strategy literature to inform our theoretical perspective on leaders' exploration–exploitation activities. In particular, by conceptually linking leaders' regulatory focus and exploration–exploitation, we provide a theoretical framework to explain these activities from a psychological viewpoint. Moreover, we employ two moderator variables to better understand the different properties and boundaries of this framework. All in all, this paper has a number of implications for strategic leadership theory and practice.

Related Topics
Social Sciences and Humanities Business, Management and Accounting Business and International Management
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