2024

Kucharska, Wioleta; Kucharski, Maciej; Balcerowski, Tomasz; Jussila, Jari

For an agile organization to be truly agile, it must be led by agile leaders to sustain its competitiveness and continuously identify opportunities for future growth and development. Technological and non-technological mindsets can see agile leadership differently. Therefore, this study aims to explore if there is any difference in the vision of who the agile leader is in the views of knowledge workers employed in the IT and other sectors. Using a qualitative definitional/interpretive approach supported by MAXQDA software, this study revealed that from the perspective of the technological mindset, key specific to this group characteristics are diligent risk management, technology usage focus, deep understanding of needs, efficiency, and efficacy, critical thinking skills, multitasking, information and knowledge sharing, responsibility, feeling, and constant focus on improvement. Whereas from the perspective of non-technological mindsets, key specific characteristics these mindsets notice are support for employee growth, dynamism and relevance of actions taken, perfect operation on managerial paradoxes, creativity, inclusion, empathy, and self-confidence. The common characteristics that are easy to notice in both mindset types are open-minded personality, the sequential habit of revisions, reflection, and re-framing, learning from experience, wise dynamic (smooth and accurate actions), perfect change implementation skills, adaptability skills, and a positive attitude towards challenges.