AGILE LEADERSHIP

Stefanie Puckett; Rainer M. Neubauer

doi:10.5771/9783869805559

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Bibliographic data

Copyright year: 2020
ISBN-Print: 978-3-86980-554-2
ISBN-Online: 978-3-86980-555-9
Publisher: BusinessVillage GmbH, Göttingen
Language: English
Pages: 288
Product type: Book Titles

Titelei/Inhaltsverzeichnis No access Pages 2 - 8
1. Foreword by Professor Michael Wade, IMD Business School No access
2. Foreword by Monika Waber, Swiss Re No access
3. Foreword by the authors No access
1. 1.1 Digitization – Where does it come from? What‘s new? No access
2. 1.2 How is the (working) world changing? No access
1. 2.1 Who is slowing down change? No access
2. 2.2 A field of tension No access
1. 3.1 What is agility? Where does the concept originate? No access
2. 3.2 The Agile Manifesto and leadership No access
3. 3.3 A new leadership portrait – and its shortcomings No access
4. 3.4 Substance for a buzzword: agile leadership with the HAVE model No access
1. 4.1 Show hyperawareness No access
2. 4.2 Informed decision-making No access
3. 4.3 Fast execution No access
4. 4.4 A balancing act – imbalance warnings No access
1. 5.1 Competency dimension »Leading agile through humility« No access
2. 5.2 Competency dimension »Leading agile through adaptability« No access
3. 5.3 Competency dimension »Leading agile by being visionary« No access
4. 5.4 Competency dimension »Leading agile through engagement« No access
6. Ready for implementation? Agile leadership in action No access Pages 167 - 172
1. 7.1 What role does your personality play? No access
2. 7.2 What do we mean by personality? Three sides No access
3. 7.3 Disruption of the classic leadership profile No access
4. 7.4 The agile personality profile No access
5. 7.5 What motives are linked to agile leadership? No access
6. 7.6 What are the derailers of the dark side?Preventing career derailment No access
7. 7.7 Risk factors? Four derailment tendencies No access
8. 7.8 Counterproductive traits No access
9. 7.9 Dealing with derailers and possibly harmful traits No access
10. 7.10 Personal growth in an agile context No access
1. 8.1 Agile leadership follows a vision – your vision No access
2. 8.2 Agile leadership must be authentic No access
3. 8.3 Agile leadership is people-oriented No access
1. 9.1 What do startups have that we do not have? No access
2. 9.2 »Agilizing« organizations – is that possible? No access
3. 9.3 What is particularly true for large organizations? No access
4. 9.4 The essence of agile organizations No access
1. 10.1 From agile to digital business agility No access
2. 10.2 When are agile methodologies recommended? No access
3. 10.3 How much agility do you need? No access
4. 10.4 Change management for agile transformations No access
5. 10.5 Who plays a role in transformation initiatives today? No access
1. 11.1 What does your very own (agile) culture look like? No access
2. 11.2 Which characteristics can you use as a guide? No access
3. 11.3 How do you achieve a change in culture? No access
12. Go! Get it! How to succeed No access Pages 279 - 280
Literature list No access Pages 281 - 288