To manage” means “handle“, but also “accomplish “and “direct“. Agile Leadership starts at this point and defines the agile manager. Especially in times of digital transformation, it is important to manage employees accordingly “digital”. But how does this work and what are the approaches? Agile leadership is often referred to as digital leadership. An article about digital leadership is already available in my blog.
Agile leadership is a behavior
I found a great approach in the book by Gloger and Rößner. According to the authors, so-called “stars” are to be formed in the organization. These stars are supposed to “lead themselves” while managers are supposed to establish a “culture of success”. This includes a “culture of failure” and “allowing errors.” The company is also characterised by a voluntary structure. This means that everyone is voluntarily involved in the company and also volunteers. According to the author, the manager does not write to anyone to contribute or to take over a special project. It must happen entirely voluntarily. Take a look at the book by Gloger and Rößner. In addition, there is also some information in the article “Frameworks for Agility“.
Agile Leadership – Principles
I then watched some videos and posts by authors about agile leadership. The promoters speak of a “Servant Leader”. The task of the management is therefore to enable the employee to work undisturbed and to realize his “dreams” in the company. Furthermore, phrases such as : “Leading agiles must be simple!” and “Leading agiles is a behavior” are called. In other words, managers should no longer “pre-life” but “pretend”. They should be able to get back to work. The bonuses that have been often paid before should become appreciation and structures and processes become orientations for which managers have to create for employees.
Company as host
In a conversation, a participant of my roundtables told me that he sees his company as a host. In his company, his guests, i.e. the employees, should feel comfortable and like to come back. I found this example really very appropriate for the “serving leadership”.
Digital Transformation and Digital Leadership
Since the “digital transformation”, the concept of “digital leadership” has become established. The consulting firm “Deloitte” even promotes a struggle for survival and publishes a study “Survival Strategy Digital Leadership”. However, I find it somewhat exaggerated, given recent surveys, that many managers are still quite relaxed about the digital transformation. We must first wait for further studies to assess precisely whether we are “hypen” a trend here or whether it really is a struggle for survival.
Agility starts in the mind
“Agility begins in the head” is the title of a presentation by Judith Anderesen 2016. The motivation of your lecture is also the topic “Survival”. She says: “Whoever best serves the customer’s needs will survive.” However, I think we should all start with ourselves and look closely at how we properly define agile leadership in our context and which of the so much propagated “best practices” we should really apply. After all, too much freedom also creates uncertainty. We should therefore carefully question the hype and decide for ourselves how we can establish agile leadership in our company. There is no question that we should definitely think about it. The book “Digital Leadership” defines the term with the following principles:
- Open communication
- Open access to information – sharing knowledge
- Intensive, cross-departmental collaboration
- Free spaces for self-directed work
- Definition of objectives and sub-objectives
- Instead of controlling work – controlling the achievement of goals
- Promoting self-responsibility
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Verwendete Quellen anzeigen
Gloger, B., & Rösner, D. (2014). Self-organization needs leadership. Munich: Hanser Verlag.