Building Innovative Leadership Capacity: A Perspective on How to Stabilize Exploration and Exploitation in the Railway Sector in Ghana

Mighty Daniel Laryea Aryee, Zhao Xiu Li, John Mahama Akpanyi


The purpose of this article is to suggest whether an ambidextrous organization can be created from the bottom up. This is achieved by incorporating studies on contextual ambidexterity and capacity building for individuals and organizations. The conceptualization of a capacity construction for innovation structure indicates how to maintain the equilibrium among both exploration and exploitation.This research is conceptual backed by interviews in the railway sector of Ghana, focusing on the connections between the two theoretical views, the benefits of the suggested structure for innovation and capacity building for management.The Innovation and Leadership Capacity Building Framework discusses the impact of ambidexterity on the rail sector, both positive and negative, and the interactions required, such as feedback between the management team and employees, so that they can build an ambidextrous working culture in the sector together. A culture where the individual worker is accountable for changing between exploration and exploitation operations and in which the leadership team empowers staff to be there. This research is focused on contextual ambidexterity and when to implement contextual ambidexterity as a manner of working in Ghana's rail industry. The originality resides in the suggested structure and can be enforced in the industry in the devoted focus on “how”.

Keywords: Exploration-exploitation, Leadership, Organizational learning, Contextual Ambidexterity, Capacity Building, Railway Sector, Ghana

DOI: 10.7176/EJBM/11-30-05

Publication date:October 31st 2019


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