Successful Leadership in  Agile Organizations  Results of the 2011 Study                              www.p-a-m.org
What we wanted to find out:  What is required to successfully   lead in an agile environment?  What are the key factors ...
Our approach:  58 face-to-face interviews with IT and business-   experts from 5 different companies  7 clusters of qual...
Success factors of agile leadership                 Quality	  of	  communica2on     Organizational Change Management      ...
Quality of communication„Internal communication has become more honest, more specific, things aresaid more straightforward...
Trust„To work agile is like climbing stairs without handrails“– Senior Management BusinessTrust in ...  the competence of...
Middle Management as ChangeAgents„Why do we have line managers – so that someone signs our vacation forms?“– team member ...
Leadership as team sport  Team decisions instead of individual   decisions  All key players are involved in major   deci...
Authors of the study    Siegfried Kaltenecker (siegfried.kaltenecker@p-a-m.org)    Thomas Spielhofer (thomas.spielhofer@...
Upcoming SlideShare
Loading in …5
×

Study on Successful Agile Leadership

851 views

Published on

This slideset features a summary of the study on "Successful agile leadership". The study is based on structured interviews with teams and their management in 5 companies using agile methods and was conducted in 2011 by the platform for agile management (PAM). http://p-a-m.org

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
851
On SlideShare
0
From Embeds
0
Number of Embeds
75
Actions
Shares
0
Downloads
21
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Study on Successful Agile Leadership

  1. 1. Successful Leadership in Agile Organizations Results of the 2011 Study www.p-a-m.org
  2. 2. What we wanted to find out:  What is required to successfully lead in an agile environment?  What are the key factors from the point of view of teams and their managers using agile methods?
  3. 3. Our approach:  58 face-to-face interviews with IT and business- experts from 5 different companies  7 clusters of qualitative and quantitative questions  Aggregation of the questions both per company and across companies  Interdisciplinary research team with backgrounds of agile and traditional project management, organizational development and line management
  4. 4. Success factors of agile leadership Quality  of  communica2on Organizational Change Management Trust Professional self-management    Middle  Management  as Change Agents   Context Management & Coaching   Leadership as Teamsport
  5. 5. Quality of communication„Internal communication has become more honest, more specific, things aresaid more straightforward” – team member  Communication has improved in all 5 companies  This is perceived very similarly by all hierarchical levels  IT sees improvement in a better light than Impact of agile transition on communication business (1: very positiv 3: neutral: 5: very negativ)
  6. 6. Trust„To work agile is like climbing stairs without handrails“– Senior Management BusinessTrust in ...  the competence of the team  their ability to self-organize... requires leaders to...  adopt to change  learn  sincerely delegate responsibility  cope with uncertainty and democracy Also see www.p-a-m.org: „A recipe for trust building“
  7. 7. Middle Management as ChangeAgents„Why do we have line managers – so that someone signs our vacation forms?“– team member  Not middle management, but command & control leadership becomes obsolete  New core challenges: Recruiting, Role Clarification, Change How do you rate the potential that the entire company can benefit from the agile transition? Management,… (1: very positiv, 3: neutral, 5: very negativ)
  8. 8. Leadership as team sport  Team decisions instead of individual decisions  All key players are involved in major decisions: Business, Product Owner, Scrum Master, Team and IT-Line-management Affected stakeholder become involved stakeholder Complex problems are viewed and solved from different perspectives
  9. 9. Authors of the study  Siegfried Kaltenecker (siegfried.kaltenecker@p-a-m.org)  Thomas Spielhofer (thomas.spielhofer@p-a-m.org)  Sabine Eybl  Johanna Schober  Stefan Jäger

×