Program

Leadership Stage

Leadership in a organizations is at a crossroads. Traditional leadership roles and responsibilities continue to dominate the landscape of most organizations (agile and non-agile alike) while words of empowerment, self-organization, collaboration, team-engagement, shared-responsibility, autonomy and other agile catch phrases get thrown around and loosely applied.

Agile leadership can be thought of from two perspectives: leaders driving agility within their organization and leaders being more agile (adaptive) in their own approach to leadership. One perspective is outward toward the organization while the other is inward as applied to their personal leadership style.

This stage will explore leadership from both perspectives – externally as leaders building agile competencies within the organization to more quickly adapt to external conditions, and internally as leaders adjusting their own leadership style and approach to align with the values of agility: feedback, flow, transparency, engagement, collaboration, and shared-responsibility.

Questions this stage will attempt to answer:

How do agile leadership roles and responsibilities differ from traditional leadership roles and responsibilities?
What leadership models and approaches support, enable and foster agility?
How are agile leadership characteristics embodied through various leadership roles such as ScrumMasters, project managers, functional managers, directors and executives?
How are agile leaders approaching traditional human resource systems such as hiring, staffing, reporting, performance reviews, measuring performance, and so forth?
How do agile leaders balance team self-organization with influence, facilitation with direction, coaching with team learning, failing with delivering, and engagement with decision-making?