Ángel Medinilla will provide you with a comprehensive understanding of what Agile means to an organization and the manager's role in such an environment, i.e., how to manage, lead and motivate self-organizing teams and how to create an Agile corporate culture.
Yet managerial support is often the biggest impediment to successfully adopting Agile, and limiting your Agile efforts to those of the development teams while doing the same old-style management will dramatically limit the ability of your organization to reach the next Agile level. If you have tried to implement Agile in your organization, you have probably learned a lot about development practices, teamwork, processes and tools, but too little about how to manage such an organization. – This multi-source study contributes to the literatures on leadership and innovation in organizations by showing that ambidextrous leadership behaviors predict team innovation above and beyond transformational leadership behavior. – Identifying ways to facilitate organizational innovation is important, as it contributes to employment and company growth as well as individual and societal well-being. – The results suggest that organizations could train team leaders’ ambidextrous leadership behaviors to increase team innovation. The findings provide initial support for the central hypothesis of the ambidexterity theory of leadership for innovation. – The relatively small sample size and the cross-sectional design are potential limitations of the study. – Results supported the interaction hypothesis, even after controlling for leaders’ transformational leadership behavior and general team success. – Multi-source survey data came from 33 team leaders of architectural and interior design firms and 90 of their employees. This theory proposes that the interaction between two complementary leadership behaviors – opening and closing – predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high. – The purpose of this paper is to report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al.