To read this content please select one of the options below:

Agile, adaptive leaders

Blair McPherson (Freelance Writer, London, UK)

Human Resource Management International Digest

ISSN: 0967-0734

Article publication date: 14 March 2016

3960

Abstract

Purpose

This paper aims to illustrate what agile management looks like, why it is increasingly necessary and how it can be developed and supported.

Design/methodology/approach

This is a case study from a large complex organization (Lancashire County Council) showing how management restructuring increased managers ' spans of responsibility, moving them out of their professional comfort zones, and how in response, the organization identified, supported and developed agile leadership.

Findings

Agile, adaptive leaders are able to move quickly and easily from one area of management to another, able to manage a diverse range of complex services and able to quickly and smoothly adapt to a fast-changing business environment.

Research limitations/implications

This is a case study from a large complex public sector organization, but the need for agile and adaptive leaders applies equally to the private and not-for-profit sectors.

Originality/value

This paper offers insights into the changing role of management across a diverse range of services and provides an example of how organizations can successfully respond.

Keywords

Citation

McPherson, B. (2016), "Agile, adaptive leaders", Human Resource Management International Digest, Vol. 24 No. 2, pp. 1-3. https://doi.org/10.1108/HRMID-11-2015-0171

Publisher

:

Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited

Related articles