This article explores the tensions between different modes of action that a project leader
uses throughout the course of a project. The
study examines whether these different modes
can be identified and, if so, whether there is a
possibility for the project leader to change
modes. This is referred to as ambidexterity.
Ambidexterity is explored within two polar expeditions. Results are surprising. No conclusion
can be reached about the advantage of one
mode over the other. But what does stand out as
a discriminating factor is the possibility of
using all modes throughout the project.
KEYWORDS: mode of action; ambidexterity; project leader; polar expedition

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