Why the Agile Mindset Matters

Eilers, Karen; Simmert, Benedikt; Peters, Christoph; Leimeister, Jan Marco

doi:10.5465/ambpp.2021.13110abstract

Cited by 6 publications

(8 citation statements)

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“…In contrast to supervisory leadership practices directed towards the maintenance of order and control in an organization, agile leadership improves organizational effectiveness through employees' efforts, with respect to their capabilities, and performance-motivated volunteer efforts [22]. Agile leadership positively affects individual and team performance, along with job satisfaction [23].…”

Section: The Link Between Agile Leadership and Job Embeddednessmentioning

confidence: 99%

“…Aspects of being an agile leader, on the other hand, shape how individuals, teams, and organizations view, assess, and interpret work in a dynamic environment, and hence impact their behaviour [23]. Greater agility in an organization has been found to correlate substantially with improved performance, empowerment, competence development, customer orientation, and work satisfaction [24], which are all closely related with job embeddedness.…”

Section: The Link Between Agile Leadership and Job Embeddednessmentioning

confidence: 99%

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Agile Leadership and Perceived Career Success: The Mediating Role of Job Embeddedness

Akkaya

Panait

Apostu

et al. 2022

IJERPH

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Agile leadership is an important managerial function in which responsiveness and innovation appear to be essential elements for the long-term development and success of any business. The world has become increasingly volatile, uncertain, complex, and ambiguous (VUCA) during and post COVID-19. Managers are required to possess agile leadership to facilitate their employees’ successful careers. Therefore, this study aims to find out the relationship between agile leadership and career success by examining the mediation of job embeddedness in healthcare organizations. The descriptive research design and survey method were employed in this study. The data were collected by using three scales from healthcare employees in healthcare organizations in Turkey. Hypotheses were tested using structural equation modelling (SEM). The data were analysed by using SPSS and AMOS programs. The findings of this study showed that agile leadership behaviours enhance career success. Moreover, the relationship between agile leadership and career success is mediated by job embeddedness. The role of agile leadership in promoting employees’ career success has rarely been studied in the literature. This is one of the first studies to examine the effect of agile leadership on career success along with the mediating role of job embeddedness. Healthcare managers have faced many critical challenges at their workplace during the COVID-19 pandemic. Through the lens of managing efficient healthcare organizations in many contexts, this research sheds some important light on the association between agile leadership, career success, and job embeddedness. Managers with high agility levels used strategies such as group decision making, problem solving, effective internal and external communication, and adaptation to uncertain environment in order to increase their career success.

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Section: The Link Between Agile Leadership and Job Embeddednessmentioning

confidence: 99%

Section: The Link Between Agile Leadership and Job Embeddednessmentioning

confidence: 99%

Agile Leadership and Perceived Career Success: The Mediating Role of Job Embeddedness

Akkaya

Panait

Apostu

et al. 2022

IJERPH

View full text Add to dashboard Cite

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“…The Agile mindset is a way of thinking, that emphasizes collaboration among team members, and being adaptable to changing environments, to be a high-performing team. The Agile mindset is characterized by positive thinking, continuous learning, pragmatism, taking ownership, consorting with team members towards the goal achievement, and hence it impacts organizational performance (Eilers et al, 2022). An Agile mindset enables certain competencies in the development team which fosters positivity and eventually helps team members in reducing negative behaviors (Mikhieieva, 2020).…”

Section: Discussionmentioning

confidence: 99%

Analyzing the impact of agile mindset adoption on software development teams productivity during COVID-19

Sathe

Panse²

2022

JAMR

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PurposeThe objective of the study is to analyze the impact of the adoption of the Agile Mindset on the productivity of Agile software development teams in IT enterprises during COVID-19.Design/methodology/approachA web-based survey is performed with voluntary participants working with the Agile software development professionals with a specific focus on IT enterprises around Pune, India. For this the initial exploratory literature review was performed, to explore the team's behaviors and their response to the crises like the Covid-19 pandemic. Data is collected from the targeted population using the random sampling method. A questionnaire is designed with the help of a five-point Likert scale. All the respondents were analyzed based on their behaviors shown and how adopting to Agile mindset has impacted their productivity during the pandemic. Collected data would be then analyzed using the Smart PLS-SEM methodology.FindingsFindings of the study show that Agile software development teams adopting to Agile mindset are better at responding to crisis and quick to adapt to change as teams adopting the Agile mindset is likely to sustain or even improve their productivity during the crises like Covid-19 pandemic. Adapting to an Agile mindset is important for Agile software development teams during a crisis as a response to changes in the working as well as environmental conditions. This study also shows that by adopting an Agile mindset, development teams are better at responding to the crisis eventually improving productivity.Research limitations/implicationsResearch limitations for this study-scope of the study could be extended to the larger population across geographies to have improved insights Productivity Factors like- Efforts Efficiency, Backlog-management Index (BMI), and Weighted Average Productivity (VWP) for team members can be included. More behavioral factors for Agile Mindset can be considered.Practical implicationsAgile software development teams are characterized by collaboration and responsibility. Recent enforcement of pandemic precautionary measures has enforced Agile software development teams to work remotely and maintain social distancing while in the office. It was challenging for most of the working people to adjust to the new working conditions (Yang et al., 2021) However, in IT organizations, adopting the Agile mindset has ensured continuous software deliveries, took ownership, and quickly adapted to the volatile situations, ultimately resulting into the growth in the productivity unlike to that of other sectors of the economy.Social implicationsIn this study, we have analyzed the hypotheses with statistical significance in association with constructs that are in sync with the available literature. Adopting the Agile mindset values has positively impacted the team's behavior resulting in productivity improvement even in the distributed working locations in pandemic situations.Originality/valueThe study highlights that adopting to Agile mindset has positively impacted an Agile software development team's productivity during the Covid-19 pandemic. As environmental conditions during Covid-19 were uncertain and ambiguous and teams were working in distributed and disconnected ways, many researchers have believed that it would have affected the overall productivity. This was turned true for most of the sectors of the economy, however, Agile software development teams have shown positive trends in their productivity, as they have adopted the Agile mindset values and principles, during crises.

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“…By promoting the four empowerment cognitions of meaning, self-determination, competence, and impact, APM is thought to provide an empowerment-conducive project setting (Koch & Schermuly, 2021a). Future studies may see this research gap as an opportunity: Conducting additional quantitative studies that investigate the relationship between APM and psychological empowerment may solidify the evidence base while also shedding light on the distinction between "doing agile" and "being agile" (Eilers et al, 2020). Although the sole application of APM frameworks ("doing agile") is argued to have limited (or even detrimental) impact on project outcomes (Miller, 2013), their holistic interpretation of empowering the project team ("being agile") should unleash its full potential (Boes et al, 2021).…”

Section: Cognitive Outcomesmentioning

confidence: 99%

The affective, behavioural and cognitive outcomes of agile project management: A preliminary meta‐analysis

Koch

Drazic

Schermuly

2023

J Occupat & Organ Psyc

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Agile project management (APM) refers to a set of project management frameworks that are increasingly common in a range of industries. Even though the positive effects of APM for employees and organizations are widely assumed, no systematic account of affective, behavioural and cognitive outcomes appears in the academic literature. In this pre‐registered meta‐analysis, we examine the effects of APM based on K = 40 records (with k = 41 independent studies, N = 73,825). Our analyses indicate the beneficial effects of APM across outcomes: For the affective outcomes of job satisfaction, affective strain and organizational commitment, the effect sizes were, on average, small. For the behavioural outcomes of performance and innovative behaviour, the effect sizes were medium to large. For the cognitive outcome of psychological empowerment, the results of our meta‐analysis suggest a medium effect. Furthermore, we explore the moderating effects of contextual (team size, occupational groups, culture) and methodological boundary conditions (publication status, study design, levels of analysis, study quality). Compared to studies conducted with software developers, the effect sizes are stronger in other occupations, such as manufacturing, health care and logistics. Moreover, stronger effect sizes are found in published than in unpublished records. We conclude by discussing the state of quantitative APM research and highlight avenues for future study.

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Why the Agile Mindset Matters

Cited by 6 publications

References 0 publications

Agile Leadership and Perceived Career Success: The Mediating Role of Job Embeddedness

Agile Leadership and Perceived Career Success: The Mediating Role of Job Embeddedness

Analyzing the impact of agile mindset adoption on software development teams productivity during COVID-19

The affective, behavioural and cognitive outcomes of agile project management: A preliminary meta‐analysis

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