Business Agility

Agile Leadership

Creating the right context and environment for productive teams.
Flexible Schedule
Invest 20 minutes a day
0 Credentials
Accredited by ICAgile
28 Cohorts
4 Active this week
This track focuses on leadership in an adaptive work environment, where a learning organization is key to cultivating an innovative culture. Current organizations need to optimize for increased innovation, and to remain relevant they rely more and more on accelerated learning. Transformations have become continuous and never-ending, and the "directive style" management practices developed to manage efficiency and production-focused organizations are no longer suitable - organizations now are continually improving and evolving. These environments require a paradigm shift in leaders and their understanding of what constitutes effective leadership, evolving to focus on creating a supportive and empowering environment where individuals, teams, and teams of teams thrive.

Domains in this track

Target Audience

Primary Audience: Leaders who aspire to lead on a business agility journey, and/or who see the value of growing an agile organization, and are committed to developing themselves as agile leaders in order to achieve that aim; and Front Line Supervisors who lead teams of people or are on the way to do so.

Relevant Roles: Individuals wishing to learn about the paradigm shifts necessary to lead in adaptive environments, and to develop relevant leadership capabilities.

Participative Management

Rooted in the concept of servant leadership, Participative Management is a type of management in which employees at all levels are given greater control and coordination of the basic activities and functions of the enterprise. Decision-making authority is delegated and responsibility for identifying and setting organizational goals is distributed. It is a management style where decisions are taken through inclusion of every one of those who will be affected by them.

Related Resources Show Summaries

Motivation

Motivation is derived from the word motive, or a need that requires satisfaction. It is a reason for actions, willingness, and goals - and these needs, wants or desires may be acquired through influence of culture, society, lifestyle, or may be generally innate. An individual's motivation may be inspired by outside forces (extrinsic motivation) or by themselves (intrinsic motivation). Motivation results from the interaction of both conscious and unconscious factors, and has been considered one of the most important reasons to move forward. Mastering motivation to allow sustained and deliberate practice is central to high levels of achievement, and it governs choices among alternative forms of voluntary activity.

Related Resources

Influence

Influence usually results from a specific action, command, or request, but people also alter their attitudes and behaviors in response to what they perceive others might do or think.

Strategic Management

Strategic management provides overall direction to an enterprise and involves specifying the organization's objectives, developing policies and plans to achieve those objectives, and then allocating resources to implement the plans. It is not static in nature; the models often include a feedback loop to monitor execution and to inform the next round of planning.

Strategic Planning

Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization’s direction in response to a changing environment. It is a disciplined effort that produces fundamental decisions and actions that shape and guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future. Effective strategic planning articulates not only where an organization is going and the actions needed to make progress, but also how it will know if it is successful.

Strategic Thinking

When applied in an organizational strategic management process, strategic thinking involves the generation and application of unique business insights and opportunities intended to create competitive advantage for a firm or organization. It can be done individually, as well as collaboratively among key people who can positively alter an organization's future. Group strategic thinking may create more value by enabling a proactive and creative dialogue, where individuals gain other people's perspectives on critical and complex issues. This is regarded as a benefit in highly competitive and fast-changing business landscapes.

Upcoming Events
Programs