Warum (Agile) Führung immer wieder scheitert

Agile leadership requires self-reflection. The human image of the supervisors responsible in the com- pany is characterised by appreciation, openness and respect. Leaders create framework conditions and take care of the individual development of individual employees. Their know-how and mindset should be aligned with the agile leadership style. Dealing with the essential principles (change, trust, decisions, iterations, feedback, failure culture, communication) in everyday life does not happen as a matter of course. Agile leadership often fails because of its own self-efficacy and self-functionality. The belief in one‘s own influence to make a difference in difficult situations (self-efficacy) strengthens self -confidence. In complementary self-functionality, each team member works towards a higher goal. Team success is the focus. It requires a high level of self-leadership. Employees with this competence act independently and as part of the team towards the visions and goals of the organisation. Only when self-efficacy and self-leadership are successfully developed among managers and employees can agile leadership be successfully implemented in the company.