Shared leadership is a modern and exciting way to lead and manage. The goal of sharing authority within a team of leaders is to maximize the use of all capabilities and ideas in the organization. It does not force change upon the organizational structure, but builds on the existing structure and makes the best of it. In this article Walid Farag explores shared leadership and provides a case study.
The book Management 3.0 Workout by Jurgen Appelo contains games, practices, stories and tools that can be used to improve management in organizations. Managers can use the book to develop skills for servant leadership and increase employee engagement. Agile teams can adopt management practices described in the book to improve team work and collaboration helping them to become self-organizing.
What exactly do we have to do to capitalise on self-organisation? How can we best support our teams? What special kind of leadership is needed? The third article from a series on Leading Self-Organising Teams covers what it means to lead a self-organising team.
The second article from a series on Leading Self-Organising Teams discusses why we need self-organising teams. 2
The book Becoming a Catalyst by Len Lagestee aims to help Scrum Masters, Agile coaches, and project managers to accelerate the culture change that is needed when an organization is adopting agile.
This first article from a series of on Leading Self-Organising Teams explores what self-organising teams are. 3
The book "The Agile Culture" describes how you can develop a culture of energy and innovation, and provides tools to build trust, take ownership and deal with walls and resistance in organizations. 3
In an extract from his book "Project Management: Influence and Leadership Building Rapport in Teams" Michael Nir talks about the importance of effective stakeholder management on projects.
InfoQ did an interview with Ignace and Yves Hanoulle about their book "The Leadership Game", leadership styles, pair training and observing and giving feedback.
This second article in the “3 years of Kanban at Sandvik IT” series focuses on the lessons that the System Development Office learned when sustaining the Kanban method during this 4 years journey. 1
This third and last article in the series on the Kanban “nine values, three agendas” model explores the survivability agenda: the humane, start with what you do now approach to change.
This second article in the series on the Kanban “nine values, three agendas” model explores the service orientation agenda: a much more outward-looking approach to change.