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Doing complexity leadership theory: How agile coaches at Spotify practise enabling leadership
Author(s) -
Bäcklander Gisela
Publication year - 2019
Publication title -
creativity and innovation management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.148
H-Index - 60
eISSN - 1467-8691
pISSN - 0963-1690
DOI - 10.1111/caim.12303
Subject(s) - agile software development , leverage (statistics) , autonomy , creativity , shared leadership , constructive , transformational leadership , servant leadership , knowledge management , management , computer science , public relations , psychology , leadership style , political science , social psychology , process (computing) , economics , artificial intelligence , law , operating system
Complexity leadership theory (CLT) is about balancing formal and informal organization to leverage dynamics of Complex Adaptive Systems (CAS) and produce learning, creativity, and adaptation in organizations. Based on interviews with sixteen agile coaches (AC) at Spotify, this study examines how AC practice enabling leadership, a key balancing force in complexity leadership. Coaches practice enabling leadership by increasing the context‐sensitivity of others, supporting other leaders, establishing and reinforcing simple principles, observing group dynamics, surfacing conflict and facilitating and encouraging constructive dialogue. The AC as complexity leader values being present, observing and reacting in the moment. Findings suggest flexible structure provided by an attentive coach may prove a fruitful way to navigate and balance autonomy and alignment in organizations.