FUTURE SKILLS
ideas can stall. Closing behaviours provide a balance by introducing discipline focus and accountability into the leadership process. • Flexibility: Perhaps the most defining characteristic of ambidextrous leadership is the ability to shift between opening and closing behaviours based on context. This is not simply about multitasking; it’s about discerning what the situation requires and adjusting accordingly. As AI continues to augment human roles, the premium shifts toward uniquely human capabilities: emotional intelligence, ethical reasoning, cultural agility, systems thinking and lifelong learning. Such skills enable leaders not just to coexist with AI, but to harness its potential to create more inclusive, innovative and resilient organisations. Students using our learning model engage in immersive, collaborative and tech-enabled learning experiences – from live consulting projects and leadership labs to simulations powered by AI itself. These environments promote reflection, experimentation and feedback-rich growth, developing not just knowledge, but identity and intention. The emphasis is on shaping agile thinkers and responsible doers who can bridge insights with execution. A transformative learning experience This structured yet flexible model, built on three interconnected layers, ie guiding principles, active learning practices and transformative outcomes, is designed to reflect the complexity of modern leadership challenges. Rather than offering a checklist of skills, it encourages a mindset of lifelong learning and critical inquiry. The integration of AI into business, society and leadership is accelerating, but the technology is not the whole story. The real challenge and opportunity lie in how we prepare people to work with these tools thoughtfully, ethically and effectively. Ambidextrous leadership offers a compelling approach to navigating this. It equips leaders to make the most of what AI offers, while staying grounded in what only humans can do: think creatively and act ethically. The future doesn’t belong to those who know the most: it belongs to those who learn the fastest, adapt the best and who can lead with both integrity and empathy.
and execute, but it cannot replace human judgment, creativity or empathy. Leaders must know when to trust data, when to question it and when to diverge from it. How to train the leaders of tomorrow One way to support the development of ambidextrous leaders is through learning models that blend theory with hands-on experience. Some leadership programmes now focus less on lectures and more on learning by doing through real-world projects, simulations and collaborative problem-solving. But ambidextrous leadership can only emerge from ambidextrous learning. In a world shaped by constant disruption, those who lead must first learn how to both explore new possibilities and deepen existing strengths. Ambidextrous learners are not just passive recipients of knowledge; they are active navigators of complexity, capable of switching learning modes to match the demands of the moment. Porto Business School has developed the Dynamic Learning Model, a strategic educational framework designed to equip leaders with the mindset and tools to thrive in the AI-driven world. It’s a model built not just on knowledge acquisition, but on transformation: cultivating leaders who can lead through complexity and change with both vision and versatility. Unlike conventional learning approaches that separate theory from action, the model integrates academic depth with real-world relevance. At its core are two reinforcing dimensions: innovation & exploration and real-world application. Innovation & exploration fosters a mindset of curiosity, experimentation and breakthrough thinking. It encourages students to challenge assumptions, explore emerging trends and co-create new value. This dimension pushes learners to go beyond their comfort zone, to question established models and to imagine bold alternatives. Real-world application ensures that ideas are not just intellectually engaging, but actionable applied to real challenges. By collaborating with organisations, working on live business problems and engaging in field-based learning, students learn how to navigate complexity and lead with confidence and credibility. Together, these dimensions form a balance between thinking and doing, between ideation and execution. This balance mirrors the ambidextrous challenge that leaders face in the workplace. Analysing core behaviours Effective ambidextrous leadership involves three key behaviours: • Opening behaviours: Leaders who exhibit these behaviours are suited to environments where new ideas are welcomed, diverse perspectives are encouraged and failure is viewed as a source of learning rather than blame. Individuals feel safe to voice opinions, offer dissenting views, or suggest untested ideas, so creativity can flourish. • Closing behaviours: These include setting clear goals, monitoring progress and ensuring accountability. While innovation is essential, without structure and follow-through even the most promising
BIOGRAPHY José Esteves is the dean of Porto Business School. He previously spent 18 years at IE Business School in Madrid, where he held roles such as professor of information systems, associate dean and head of department. His research focuses on digital innovation, strategy and leadership, the impact of IT systems, cybersecurity, AI, smart cities, gamification and big data. He is a published author and has spoken at conferences in the field of information systems and technology management
Ambition • ISSUE 5 • 2025 17
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