Agile-mindset leadership as agile-cultural practice. Leaders’ and followers’ views per gender

Abstract

Purpose This study aims to examine whether the agile-mindset leadership paradox, characterized by the inevitable tension between agile staff (minority) and non-agile staff (majority), can be catalyzed by an agile culture and how leaders and followers perceive the efficacy of this approach, considering their gender and position. Design/methodology/approach The structural equation modeling method was used to analyze a large sample of 1,871 Polish and Finnish knowledge workers (mixed sectors). Findings Research confirmed the existence of the Agile-mindset leadership paradox. The key to mitigating this tension is implementing balanced, diverse and multi-level shared leadership supported by the agile culture to secure agility. Practical implications Female leaders excel in agile-mindset leadership, which provides significant benefits to agile organizations; thus, their potential should be fully used. Female agile-mindset leadership is an agile-cultural practice. Originality/value This study demonstrates that gender and position affect the perception of leadership agile-cultural practice and, in this way, exposes the need for diverse leadership to gain agility benefits.