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.