Agile leadership in new software development contexts

Abstract

Leadership is a crucial element for project and organizational success. However, the implementation of agile frameworks can result in complex organizational mixtures with unclear role responsibilities. This study investigates the applicability and adaptability of agile leadership in new contexts, namely the development of enabling software products, new ventures emerging from larger traditional companies, and environments with multiple internal stakeholders. The agile leadership concepts are studied in an electric automotive company where all three contexts are present. Through a single-company case study approach with qualitative interviews, this research provides insights into challenges that arise in the three contexts and how agile leadership can be applied and adapted to overcome them. The findings highlight the need for adaptation of agile leadership concepts when working in a growing enabling software development department with multiple internal stakeholders that faces legacy issues from a parent company. Guidelines with specific recommendations for leaders and team members are developed and validated to support agile leadership. These guidelines offer practical guidance for improving the hybrid agile approach and the outcomes. The findings contribute to the understanding of agile leadership and emphasize the importance of agile leadership adaptation.