Agile Leadership – Is a Servant Leader always the Right Approach?
There is an accepted wisdom within the Agile community that the right management style is that of the Servant Leader, one who is there to serve the team as a ‘first among equals’. They are not the manager of the team, as the team is self-organising, but rather removes impediments and coaches the team in agile best practices. However, just blindly following this approach in every circumstance can be catastrophic. This talk is aimed at Scrum Masters, their managers and team members. After the talk attendees will understand: • the definition of a servant leader and what this means in practice • the difference between management and leadership • how to assess the current situation in order to decide the most appropriate leadership style • when to change leadership style for maximum results • that a true servant leader is about giving the team what they need, not necessarily what they want
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Agile Leadership – Is a Servant Leader always the Right Approach?
- 1. Agile Leadership Is Servant Leadership Always the Right Approach?
- 2. A story of failure…
- 6. (McGregor) X
- 7. Y (McGregor)
- 13. Natural Style
- 15. Complexity
- 18. Team Maturity
- 19. task relationship (Harvard Business School)
- 20. (Tuckman)
- 21. (Tuckman)
- 22. (Tuckman)
- 23. (Tuckman)
- 24. (Tuckman)
- 25. A story of storming…
- 26. Hansei
- 27. A story of anger…
- 28. Personal Kaizen
Hinweis der Redaktion
- Leadership – influencing team members Management – Organising team members to achieve organisational goals.
- Servant first – Leader second Do team members grow as people? Do team members become healthier, wiser, freer, more autonomous? Towers Watson Global Workforce Study 2014 and 2012 (over 32k people) Engagement (Leadership/Empowerment) -> Operating Margin (9.9% to 27.4%) Attraction of Job (Development opportunities/Challenging Work) Retention (Trust in senior leadership/Relationship with manager)
- X and Y Theory X – Manager assumes that people come to work to earn money and that they do not really want to do the work.
- X and Y Theory Y – Manager assumes that people want to do a good job.
- Leadership continuum
- Tell
- Sell
- Consult tor ideas
- Empower within bounds
- CMI study of 750 industry leaders – 76% said that managing complexity was very important (Franke)
- Study of 55 businesses found that the most successful leaders changed their style.
- Forming Team Members - People are unsure of each other – polite - passive Leader – directive – clear goal – set structure
- Storming Team members – people define paths to the mission which suit their own teamworking style -> power struggles -> cycles of blame - decisions can be hard to come by Leader – Coaching – managing conflicts – generate ideas – explain decisions - help team to understand roles This is a really important stage. Conflict should be played out but not allowed to become personal. Trying to supress the conflict will keep the team in the storming phase for far longer. Encourage discussion. Manage the conflict. Look after any team members who find conflict difficult to deal with. Fight right – innovate and move forward Fight wrong – petty interpersonal issues
- Norming Team members – genuine communication starts – cliques form – start to challenge the leader Leader – encouraging – supportive – building consensus – providing feedback – control shifts to the team
- Performing Team members – understand and respect others – confident collaboration – commitment – vision – decisions by consensus Leader – delegating – relationships nutured
- Mourning Team members – difficult to adjust Leader – celebrate successes
- Know yourself
- How do others see you? Consider the context.