Both organizational and management research suggest that schools and their leaders need to beambidextrous to secure prosperity and long-term survival in dynamic environments characterizedby competition and innovation. In this context, ambidexterity refers to the ability to simultaneouslypursue exploitation and exploration and thus to deliver efficiency, control and incrementalimprovements while embracing flexibility, autonomy and discontinuous innovation. Using a unique,randomized and representative data set ofN¼405 principals, we present findings on principals’exploitation and exploration. The results indicate: (a) that principals engage far more often inexploitative than in explorative activities; (b) that exploitative activities in schools are executed atthe expense of explorative activities; and (c) that explorative and ambidextrous activities ofprincipals are positively associated with the (perceived) competition between schools. The studybrings a novel perspective to educational research and demonstrates that applying the concept ofambidexterity has the potential to further our understanding of effective educational leadershipand management.