Is Ambivalence the New Key to Strategic Leadership Success?

Ambivalence does not have an immediately positive connotation, especially when applied to leaders. But there are times when it can help an executive build support and attain buy-in.

Understanding when it is critical to strategic business development and when it is detrimental can positively impact company culture and boost a leader’s value in the eyes of the team. It can be so effective that, when used strategically, ambivalence might be the new key to leadership success.

What Does Ambivalence Mean for Strategic Leadership?

Ambivalence in terms of strategic leadership does not mean a lack of drive or ability or lack of caring. It means not providing an immediate, emotion-based response to every question or problem. Naomi Rothman, a doctor of organizational behavior, defines ambivalence in relation to how we think and how others see us.

Consider a scenario where an employee suggests a Super Bowl ad to a company whose entire marketing budget for the decade doesn’t equal one ad. The immediate reaction would be a resounding “no.” It would be logic-driven (there’s not enough money in the budget) but also emotion-driven as it would seem silly and unrealistic. A leader in that position would not need to deliberate. The choice is obvious.

However, there are decisions when being “ambivalent” and weighing various factors before deciding on subsequent actions can be helpful to strategic leadership success. The key is knowing when to make a quick decision and when to use “ambivalence.”

Ambivalence and Discomfort Leads to Decision

Most people hate the state of ambivalence or being caught between decisions. It’s uncomfortable to be pulled in different directions. But this discomfort is exactly what drives decisions. When a leader is pulled in multiple directions and doesn’t lead based on a bias to make the decision for them, they are being strategically ambivalent. Instead, they are exploring various options and weighing the consequences of each.

Ambivalence and Strategic Leadership Success

Leaders reporting on finances and earning projections are likely to be perceived as weak if they seem ambivalent. Ambivalent leadership in these areas is seen as a lack of confidence and assertiveness. It seems like indecision, which could create a loss of faith in the leader. Let’s say you go in for a medical exam. Imagine the physician listing several care plans but not sharing a recommendation on which is better or will result in the greatest likelihood of success. An ambivalent delivery, in this case, would likely cause you to question the faith you have in your doctor. In research conducted by Naomi Rothman, she found​​ that leaders who appear ambivalent receive more scrutiny, and their performance is examined more critically in areas such as earning calls.

Ambivalence is not always negative. There are certain times when decisiveness is the preferred action, and there are times when ambivalence is the better strategy. When a leader makes a snap decision based on emotions and personal biases, it could be perceived as unfair. When phrases like “it was a game-time decision” are used, emotion has played a large role.

Ambivalent leaders who thoughtfully deliberate over decisions are seen as more ethical and effective because they take the time to weigh the sides. When used as a strategic tool, ambivalence has many benefits.

What Effect does Ambivalent Leadership Have on a Company?

Creating a culture that promotes ambivalent leaders can have a positive effect on the team. If we rephrase this first sentence by replacing ambivalent with intentional, thoughtful, or deliberate doesn’t change the meaning. But it makes it more obvious that ambivalence used strategically has purpose.

Reveals Complex Situations

Mixed emotions can make a decision seem more complex. If there isn’t an obvious answer, more information can only help. Slowing down to make a more informed choice can cut through the surface of heightened or mixed emotions and provide the clarity a leader needs.

Spending the time to deliberate and remove themselves from the decision at hand has a side benefit. It safeguards against impulsiveness. Although there are times when immediate decision-making is essential, decisions made strictly because of the initial emotion created by a situation can cause more problems than they solve.

Drives Innovation

Driving urgent solutions, in general, does not encourage creativity and innovation. Taking away the need to rush versus always requiring instantaneous decisions makes room for more deliberate choices and opens the door for creativity. Plus, with little time for deliberation, the leader might just fall back on what feels most comfortable instead of what would best benefit the company in the long run.

Reinforces Cooperative Norms

Leaders work hard to establish trust as the foundation of their successful company culture. The leader who weighs options and seeks out information reinforces the environment of trust. If someone feels a part of the fact-finding, they are more apt to share in and support the decision. Cooperative norms establish a pattern of transparency – another way ambivalence can be used strategically. These leaders are seen as more ethical and effective and as more in touch with the company’s well-being, including its employees.

Ambivalence isn’t always a negative. In fact, promoting ambivalence in leadership can be a viable tool in strategic business development to begin conversations within the company and ensure all voices are heard.

Liddell Consulting Group works with leaders and organizations on strategic business planning, resulting in clarity of focus, direction, and team consensus. Planning tools and best practices are key to our work together as you define your organization’s core strategic decision points. This foundational work will bring out the best in your leaders and make your strategic business plan easier to communicate through the ranks. Contact us today!