Abstract
This study seeks to understand the reasons behind the resistance to the agile leadership ways of working primarily in Indian bureaucratic organizations, examining leadership attributes including team, situational, and super leadership. It reveals that for agile leadership to be practical, the significance of team and situational leadership cannot be dispensed with, while downplaying the role of scrum master slows down the progress. A survey of 250 Indian information-technology leaders indicates that team leadership development and the turning of scrum masters into champions yield better agile performance. The study concludes with the need for the development of leaders in hierarchical cultures and proposes limitations of this study as a focus for further investigation.
Published Version
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