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The present business environment of accelerated complexity, ambiguity, uncertainty and volatility seems not to be settling down soon. Today’s business world is…
The present business environment of accelerated complexity, ambiguity, uncertainty and volatility seems not to be settling down soon. Today’s business world is consistently bombarded with turmoil and unprecedented change. This makes it very difficult for organisations to accurately predict possible future opportunities and threats. To overcome this scenario, organisations need to fully embrace and implement agility in their operations. However, for organisations to develop a considerable level of agility that corresponds to the current hypercompetitive and volatile environment, premium needs to be placed on agile leadership. Agile leaders are capable of setting the guiding principles, develop strategies and build mechanisms that will lead to smooth transition to organisational agility (OA). These leaders give directions on how to make organisations agile and ensure that there is a leadership culture that models and promotes a holistic agility in the organisation. The primary purpose of this chapter is to establish the position of agile leadership in determining OA. The study departs from previous studies by using empirical reviews to depict the significance of agile leadership and its key roles on OA. Specifically, the concept, evolution and characteristics of OA are explored, as well as its benefits and multidimensional nature are discussed. Furthermore, the chapter sheds light on agile leadership, levels of leadership agility and competencies of successful agile leaders. The chapter concludes that the leadership style suitable for OA is agile leadership. This calls for business investments in agile capacity building and development of frameworks suitable for agile leadership.
Nowadays, organizations have to resist the rising competition more effectively than their competitors and take a step closer to excellence in offering the product to…
Nowadays, organizations have to resist the rising competition more effectively than their competitors and take a step closer to excellence in offering the product to customer demands. To do this, organizations need agile leaders in order to implement agility principles and practices. Especially in the health sector, health managers must be agile because of the specific characteristics of health services. From this view, this chapter aims to develop a theoretical agile leadership model in healthcare organizations. First, the authors define agile leadership and its sub-dimensions based on previous literature. Then, the antecedents and outcomes of agile leadership have been analyzed. “Drivers of agile leadership,” “organizational factors affecting agile leadership” and “individual factors affecting agile leadership” are identified as the antecedents of agile leadership. “Organizational outcomes” and “individual outcomes” are determined as the outcomes of agile leadership in the health sector.
The authors reviews the leadership responsibilities involved in managing an organization that practices Agile management.
Outlines the best practices of major corporations that have adopted Agile processes both for teams and C-suite leadership.
Agile leaders spend less time reviewing the work of subordinates. They add value by adapting corporate strategies, leading critical agile teams, spending time with customers, mentoring individuals and coaching teams.
It is the C-suite leadership’s responsibility to establish and maintain a hierarchy of competence rather than a bureaucratic hierarchy of authority.
Describes how top management at some of the world’s largest and most successful corporations are adopting Agile practices to spur innovation and promote continuously adding customer vale.
Female leader is a major topic in the male of today that’s hardly getting attention. World today needs women in more positions of leadership. Today’s organizations need…
Female leader is a major topic in the male of today that’s hardly getting attention. World today needs women in more positions of leadership. Today’s organizations need effective and agile leaders who understand the complexities of the rapidly changing global environment. This situation requires urgent attention as the world needs female as well as male characteristics to address global issues. Women represent half of the modern world’s abilities and population. They are important for economic and social prosperity for the world. Women carry a viewpoint that respects not only competitiveness but also organizational and team cooperation. Their female ideals are a functioning structure of new, cooperative and open economy. Eventually, the leadership of women will not only boost business, family and culture, but also the environment that will become more prosperous and peaceful as a result. In today’s modern world many researches are conducted on global, social and cultural forces, such as globalization, e-commerce, changing markets, the spread of technology and the need for teamwork, alliances and partnerships, show a high need for women leaders. But what is the role and leadership style of female leaders here? In this context, the purpose of this study is to discuss the leadership styles and what kind of leadership style female managers exhibit in line with the literature. The research showed that female managers have more agile leadership qualities and the authors suggested that female leaders should be brought forward for the opportunity to lead others toward a better future.
Environments coined as “VUCA” (volatility, uncertainty, complexity, ambiguity) are hotbeds for new modi operandi in organisations that involve a shift from face-to-face…
Environments coined as “VUCA” (volatility, uncertainty, complexity, ambiguity) are hotbeds for new modi operandi in organisations that involve a shift from face-to-face towards distant leadership, as well as from “classical” towards agile organisation principles.
At the same time, digital collaboration tools have found their way into daily business operations. As the above changes arguably leave deep imprints on performance indicators, our work accordingly illuminates potential impacts on employee engagement. Based on a German sample, we conduct a qualitative investigation featuring in-depth interviews.
Our findings indicate a curvilinear inverted (approximate) U-shaped relation between what we dub “leadership richness continuum” (including specific characteristics of leadership, agility, as well as the application of a digital collaboration tool) and engagement.
Although our work may inspire practicing managers, we also contribute to theory development providing a new theoretical model for employee engagement.
The current Industry 4.0 era is considered not only as a process that dominates technological developments but also as a process that influences the leadership styles…
The current Industry 4.0 era is considered not only as a process that dominates technological developments but also as a process that influences the leadership styles. Management 4.0 is essential for businesses to find and apply the appropriate technologies in the age of Industry 4.0. The leadership styles that business managers will adopt in order to be successful in this process and to survive in an intensely competitive environment can play an important role. At this point, a significant problem arises: identifying leadership styles that will bring success. In this context, the primary purpose of this chapter is to explain the modern leadership styles that business managers can adopt or follow in the age of Industry 4.0. In line with this purpose, the chapter first describes the historical development of leadership, leadership theories and modern leadership styles, such as transactional, transformational, technological, strategic, visionary and agile leadership, and all these concepts are discussed based on the Industry 4.0 perspective.
Soon leaders in many top-down managed organization may face the necessity of undertaking a company-wide Agile transformation.First adopted by digital innovation teams, the…
Soon leaders in many top-down managed organization may face the necessity of undertaking a company-wide Agile transformation.First adopted by digital innovation teams, the Agile mindset is spreading to middle management operations and top level leadership initiatives in many established organizations.
A guide to the ten stages of implementing an Agile mindset and practices through out an organization are detailed.
For traditionally managed hierarchical organizations, the transformation will include radical shifts in power, attitudes, values, mindsets, ways of thinking and ways of interacting with stakeholders—customers, employee talent, shareholders and partners. The goal is to enable the organization to generate instant, frictionless, intimate, incremental, risk-free value at scale, and to gain the financial rewards that flow from that capability.In the race for such outcomes, rigidly hierarchical firms are at a disadvantage.
The idea of Agile itself will continue to evolve as it is adapted by the organization. The process is not a matter of crafting a plan and then rolling it out across the organization. It’s not a mechanical eight-step program. It requires continuously adapting the idea to the circumstances of the organization. As the organization and everyone in it adapts the Agile approach to their own context, each individual needs to own it.
This map of the Agile implementation process enables top management and Agile champions to envision how to prepare an organization to change to a customer-focused, business that operates with Strategic Agility.
This chapter presents five differentiated models of curriculum, each designed with templates created from learning theories. The discipline of distributed leadership is chosen to develop a cognition-based curriculum, a behavior-based curriculum, a performance-based curriculum, a values-based curriculum, and collectively arranged into a competency-based curriculum. The research literature frames the attributes of a competency-based curriculum on psychological competence.
In this chapter, curricula are developed to demonstrate the process of adapting theories of learning, instruction, and environment into design templates with which to differentiate the dimensions and components of a curriculum. In these curricula, multiple conceptual frameworks are employed to translate the content and structure of the discipline into instructional objectives, instructional engagement, instructional experience, and instructional environment to align the instructional processes with the intended learning. For these demonstrations, the discipline of organizational leadership is chosen due to the multidimensional structure of this discipline and the opportunities it presents to differentiate the curriculum and learning. Each component of the curriculum adapts an appropriate framework to align and interconnect the instructional processes into an optimized learning experience. The result is curricula that have a coherent flow horizontally across the components for each outcome as well as interconnectedness vertically between the outcomes. This approach creates coherence, alignment, and interconnectedness to the curricula and order to the learning process for the learners.
This methodology is applied to design the curriculum for five instructional modules. Module 1 focuses on dualistic thinking developed through a cognition-based curriculum. Module 2 presents a multiplistic learning experience through a behavior-based curriculum. Module 3 presents relativistic learning through a performance-based curriculum. Module 4 delivers complex learning through a values-based curriculum. Module 5 compiles these four modules into a competency-based curriculum model.
Each of these modules employs a unique set of theories to configure the components of the curricula to reflect the structure of each discipline. The use of each theory is explained and demonstrated in the design process.