Exploring emergent leadership in agile teams: network dynamics, roles and skills at the individual level

Abstract

Purpose

Leadership research has traditionally focused on formal leadership; however, leaders may emerge in informal settings in self-managed teams, and little is known about who emergent leaders are and what their characteristics are. This study investigates emergent leaders' behaviors, roles, skills, and leadership style, drawing on a multi-method approach.

Design/methodology/approach

We first identify emergent leaders using social network analysis and aggregation approaches. Second, we investigate emergent leaders' characteristics using interviews with forty agile team members in five organizations.

Findings

Results indicate different roles of emergent leaders (i.e. coach, liaisons), leadership styles (i.e. supportive), skills (i.e. culturally intelligent, strategist), and influencing factors (i.e. personality, technical knowledge, social circle).

Originality/value

We contribute by identifying emergent leaders through multiple identification methods (i.e. network analysis, aggregation), and then through identifying their various characteristics, we contribute to leadership literature as well as idiosyncrasy-credit theory. We also add to agile-leadership theory, showing that multiple informal leaders may emerge within agile teams. Finally, our findings have practical implications for self-managed teams, informal group settings, organizational change professionals, and organizations with horizontal structures.

Citation

Tabassum, M., Raziq, M.M., Allen, M., Sarwar, N. and Golra, O.A. (2024), "Exploring emergent leadership in agile teams: network dynamics, roles and skills at the individual level", Business Process Management Journal, Vol. 30 No. 5, pp. 1615-1637. https://doi.org/10.1108/BPMJ-02-2024-0110