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DOES YOUR LEADERSHIP STYLE DESTROY AGILITY . . . OR SUPERCHARGE IT?
Author(s) -
Setili Amanda
Publication year - 2015
Publication title -
leader to leader
Language(s) - English
Resource type - Journals
eISSN - 1531-5355
pISSN - 1087-8149
DOI - 10.1002/ltl.20206
Subject(s) - agile software development , dissent , flexibility (engineering) , business , leadership style , work (physics) , key (lock) , product (mathematics) , knowledge management , public relations , management , computer science , political science , engineering , computer security , economics , mechanical engineering , geometry , politics , law , mathematics
Agility has become an organizational buzzword recently, but what does it mean for leadership? Setili explains that if leaders want to make their organizations more agile, they must consciously work on a few key areas. These include decision‐making, in which agile leaders “implement aggressively while anticipating change and building in flexibility to make course corrections.” In addition, “an agile leader recognizes the value of debate and dissent.” They also adopt fluid organizational cultures, and deal “rationally and proactively” with “uncertainties and risk.” Employing the example of engineering testing at Facebook, she writes that “whether you are testing a minor product upgrade or trying to gauge the viability of a major shift in strategy, experiments are critical.”