Is agility a leadership problem

Agile Leadership: What is Agile Leadership?

Classic leadership

Agile leadership

  • The boss is the one who can best provide professional and personal guidance.



  • The world is changing too quickly and the tasks are too complex for managers to have the highest level of competence with regard to upcoming tasks. Employees therefore often know better than their superiors what is going on.
  • Decisions are therefore made by the line manager.
  • Decisions are therefore made by the employees.
  • The supervisor determines the strategy, the goals and the procedure because he knows best what is going on.
  • The strategy, the goals and procedures are discussed together in the team so that all perspectives can flow.
  • Specifications are detailed so that the task is carried out the way the manager wants it.


  • Managers define the general direction, i.e. the guard rails within which employees make their own decisions. It's faster and the decisions are closer to reality.
  • The supervisor conducts important discussions because he is also responsible and can make decisions.
  • Employees are at least present in important discussions, if they are not even holding them alone.


  • The supervisor controls what happens. This means that he ensures that goals are achieved, desired behaviors are shown and guidelines are adhered to.
  • The supervisor trusts the team and lets it do it. However, he ensures that the team regularly reviews the results and jointly decides what needs to be adjusted.
  • If there is a deviation in behavior or results in the employee, there is critical feedback so that the employee learns the correct behavior.
  • A deviation is possible, in most cases even necessary, and is viewed as a valuable learning experience. Try and error is an important procedural principle.


  • Procedure: The goal is defined, a plan is developed, processed and controlled.
  • The procedure is iterative, only the next steps are planned, then you get feedback and adjust the course if necessary. Change of course is possible at any time.
  • The quality of work should be high and we aim to achieve 100%.
  • A “definition of done” will be worked out together - what result do we need here?
  • Communication is objective, fact-oriented, sober, serious.
  • Communication is emotional and inspiring, "playing and spinning" has a place in working life.