Self-Managing: An Empirical Study of the Practice in Agile Teams

Gutierrez, Gema; Garzás, Javier; Lena, Maria Teresa Gonzalez de; Moguerza, Javier M.

doi:10.1109/ms.2018.2874324

Cited by 8 publications

(6 citation statements)

References 6 publications

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“…These findings have been statistically validated for the sample of participants at hand through statistical hypothesis tests. The results in this study are also coherent with those in [23], where it is shown that autonomy presents different levels depending on the leadership style. Most agile teams are not led by authoritarian leaders.…”

Section: Conclusion and Further Researchsupporting

confidence: 89%

“…It is important to remark that this result is restricted to the perception of alignment as an isolated concept. These descriptive findings complement the results in [23], where it is shown that flexible styles incorporate high levels of autonomy in contraposition to authoritarian styles, and support the hypothesis that authoritarian leadership styles compensate for the lack of autonomy by strongly promoting alignment in their teams.…”

Section: Quantifying the Degree Of Self-management For Each Leadershi...supporting

confidence: 83%

“…Nevertheless, most studies focus its results on autonomy [19], being alignment a less studied concept. For instance, in [23] it is empirically shown that there is a positive correlation between autonomy and self-management, that is, the greater the autonomy, the higher the levels of self-management in the teams. In addition, the authors also show that flexible leadership styles foster autonomy, while authoritarian styles tend to constraint it.…”

Section: Introductionmentioning

confidence: 99%

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Leadership Styles in Agile Teams: An Analysis Based on Experience

et al. 2022

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This study covers the lack of literature analyzing the empirical relationship between leadership and selfmanagement in agile frameworks. We have conducted a comprehensive survey in agile teams in order to analyze the relation between the self-management concept and the different types of leadership that occur in such teams. To perform the study we have followed the Goleman's leadership classification and the Marquet's and Kniberg's self-management models. Besides the previous concepts, we also investigate how different leadership styles exert alignment and autonomy within agile teams. The results of the study show that respondents' perception of self-management in their teams remains similar and significant for all leadership patterns. Moreover, we study the effect of the alignment dimension within the concept of selfmanagement, showing that authoritarian leadership styles, when present in agile teams, compensate low levels of autonomy with high levels of alignment. The statistical evidence of these results has been validated for the sample at hand using statistical hypothesis tests.

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Section: Conclusion and Further Researchsupporting

confidence: 89%

Section: Quantifying the Degree Of Self-management For Each Leadershi...supporting

confidence: 83%

Section: Introductionmentioning

confidence: 99%

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Leadership Styles in Agile Teams: An Analysis Based on Experience

et al. 2022

Self Cite

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“…The performance of these teams has also been explored in the literature. Several studies like Benders et al (2014), Carvalho et al (2019), or Gutierrez et al (2019) explore several themes simultaneously. On the opposite side, with less relevance emerge the research topics of "project management" and "technology support".…”

Section: Rq1 What Studies Have Been Published On Management 30?mentioning

confidence: 99%

“…),Carvalho et al (2019),Gerpott et al (2019),Gong & Janssen (2012),Grand & Bartl (2019),Gutierrez et al (2019), Johnson & Kruse (2019), Korge (2017), Kotter & Von Ameln (2019), Lederer et al (2019), Magpili & Pazos (2018), Markova & Perry (2014), Millikin et al (2010), Obydenov (2019), Parker et al (2015), Paunova & Lee (2016), Perry et al (2013), Przybilla et al (2019), Strelnikova et al (2018), Van der Vegt et al (2010), Walker (2012), Weerheim et al (2019), and Yazid et al (2018).…”

mentioning

confidence: 99%

Management 3.0: A Systematic Literature Review and Research Agenda

Almeida

Espinheira

2021

ijhcm

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Management 3.0 is a new concept that intends to revolutionize the way managers and leaders act within companies to offer a more happy, collaborative, and productive work environment. This paper aims to analyze the management 3.0 phenomenon and establish a research agenda in the field. A systematic review was conducted considering 215 published studies in the field between 2010 and 2019. The findings reveal that management 3.0 is an emerging area and one that has grown in 2019 and involves multidisciplinary research teams from management, leadership, information technology, and psychology.

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Awareness requirement and performance management for adaptive systems: a survey

et al. 2023

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Self-adaptive software can assess and modify its behavior when the assessment indicates that the program is not performing as intended or when improved functionality or performance is available. Since the mid-1960s, the subject of system adaptivity has been extensively researched, and during the last decade, many application areas and technologies involving self-adaptation have gained prominence. All of these efforts have in common the introduction of self-adaptability through software. Thus, it is essential to investigate systematic software engineering methods to create self-adaptive systems that may be used across different domains. The primary objective of this research is to summarize current advances in awareness requirements for adaptive strategies based on an examination of state-of-the-art methods described in the literature. This paper presents a review of self-adaptive systems in the context of requirement awareness and summarizes the most common methodologies applied. At first glance, it gives a review of the previous surveys and works about self-adaptive systems.Afterward, it classifies the current self-adaptive systems based on six criteria. Then, it presents and evaluates the most common self-adaptive approaches. Lastly, an evaluation among the self-adaptive models is conducted based on four concepts (requirements description, monitoring, relationship, dependency/impact, and tools).

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Self-Managing: An Empirical Study of the Practice in Agile Teams

Cited by 8 publications

References 6 publications

Leadership Styles in Agile Teams: An Analysis Based on Experience

Leadership Styles in Agile Teams: An Analysis Based on Experience

Management 3.0: A Systematic Literature Review and Research Agenda

Awareness requirement and performance management for adaptive systems: a survey

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