Organizational agility has become an imperative for companies around the globe, who want to be competitive and add value in today’s business environment of hyper change and complexity. Yet, executives and academics alike agree that the current level of agility in the vast majority of companies is not nearly what it needs to be. To develop a level of organizational agility suited to turbulent environmental conditions, executives need to place an emphasis on three areas: strategic agility, operational agility (including culture as well as structures and systems), and leadership agility. This article highlights the central role that leadership agility plays in creating agile organizations, and it presents a framework for understanding and developing leadership agility.
AlhadidA. Y. (2016). The effect of organizational agility on organizational performance. International Review of Management Business Research, 5(1). Retrieved from http://www.irmbrjournal.com/papers/1460608053.pdf
2.
American Management Association (2006). Agility and resilience in the face of continuous change: A global study of current trends and future possibilities. New York, NY: American Management Association
CardozaC. (2015, September 1). Don’t do agile, be agile. SD Times. Retrieved from https://sdtimes.com/agile/dont-do-agile-be-agile/
5.
CashmanK. (2012). The pause principle: Step back to lead forward. Oakland, CA: Berrett-Koehler.
6.
DenningS. (2010). The age of agile: How smart companies are transforming the way work gets done. Nashville, TN: Jossey-Bass/Wiley.
7.
DenningS. (2018). The leader’s guide to radical management: Reinventing the workplace for the 21st century. San Francisco, CA: AMACOM/HarperCollins Leadership.
8.
De SmetA.LurieM.St. GeorgeA. (2018, October). Leading agile transformation: The new capabilities leaders need to build 21st-century organizations. Retrieved from https://www.mckinsey.com/~/media/mckinsey/business%20functions/organization/our%20insights/leading%20agile%20transformation%20the%20new%20capabilities%20leaders%20need%20to%20build/leading-agile-transformation-the-new-capabilities-leaders-need-to-build-21st-century-organizations.ashx
9.
De SmetA.SchaningerB.SmithM. (2014). The hidden value of organizational health and how to capture it. McKinsey Quarterly. Retrieved from http://www.mckinsey.com/business-functions/organization/our-insights/the-hidden-value-of-organizational-health-and-how-to-capture-it
10.
DozY. L.KosonenM. (2007). Fast strategy: How strategic agility will help you stay ahead of the game. Upper Saddle River, NJ: FT Press.
11.
Economist Intelligence Unit (2009). Organisational agility: How business can survive and thrive in turbulent times. Retrieved from https://www.emc.com/collateral/leadership/organisational-agility-230309.pdf
12.
HatchN. (2016, June 16). 10 critical culture change elements in agile transformation. Retrieved from https://www.insight.com/en_US/learn/content/blog/10-critical-culture-change-elements-in-agile-transformation.html
13.
HoltE. (2016, April 19). Agile organisations can put you ahead of the field. Business Reporter Magazine, The Sunday Telegraph.
14.
JoinerB. (2009). Creating a culture of agile leaders. People and Strategy, 32(4), 28–35.
15.
JoinerB. (2013/2014, December-February). Leadership agility: A global imperative. Dialog, pp. 48–53.
16.
JoinerB. (2017). Bringing ‘leadership agility’ to Agile. Cutter Business Technology Journal, 30(8), 3–8.
17.
JoinerB. (2018). Leadership agility for strategic agility. In PrangeC.HeracleuosL. (Eds.), Agility.X: How organizations thrive in unpredictable times. Cambridge, UK: Cambridge University Press.
18.
JoinerW. B.JosephsS. A. (2007). Leadership agility: Five levels of mastery for anticipating and initiating change. San Francisco, CA: Jossey-Bass/Wiley.
19.
GadzinskiP. (2018, January 3). Your strategic planning should be agile, too. Agile Connection. Retrieved from https://www.agileconnection.com/article/your-strategic-planning-should-be-agile-too
20.
LangleyM. (2017). Achieving greater agility: The people and process drivers that accelerate results. Newtown Square, PA: Project Management Institute, Inc.
21.
LeberechtT. (2016, October 31). Make your strategy more agile. Harvard Business Review. Retrieved from https://hbr.org/2016/10/make-your-strategy-more-agile
22.
Masia-LizasoG.KikoT. (2006). Building a nible organization: A McKinsey survey. Retrieved from http://leadway.org/PDF/Building%20A%20Nimble%20Organization.pdf
23.
McCannJ.SelskyJ.LeeJ. (2009). Building agility, resilience and performance in turbulent environments. Retrieved from http://c.ymcdn.com/sites/www.hrps.org/resource/resmgr/p_s_article_preview/hrps_p_sissue32.3_mccann_et.pdf
24.
OI Global Partners (2018). Future of work: OIGP Global Research Study 2018. Retrieved from https://innovateicc.com/wp-content/uploads/2018/09/future-of-work-updated-1.pdf
25.
PMI/Forbes Insight (2017a). Achieving greater agility: The essential influence of the C-Suite. Retrieved from https://www.pmi.org/learning/thought-leadership/series/achieving-greater-agility/essential-influence-c-suite
26.
PMI/Forbes Insight (2017b). Achieving greater agility: The vital role of culture and commitment. The Essential Influence of the C-Suite. Newtown Square, PA: PMI.
27.
SullD. (2009). The upside of turbulence: Seizing opportunity in an uncertain world. New York, NY: Harper Business.
28.
TorbertW. R.Associates (2004). Action inquiry: The secret of timing and transforming leadership. Oakland, CA: Berrett-Koehler.
