The book Soul-Centered Leadership by Michael Anderson provides ideas and exercises for developing skills to lead people while being in touch with your soul. It explores a leadership approach based on emotional intelligence, psychology, and spirituality.
Human teams are unique, non-linear and unpredictable, but given the right conditions, their output can become linear, scaled and predictable. Managers have an enabling role to play: encouraging the development of predictability; understanding the needs of their teams; and rolling-up their sleeves to clear the blockages themselves or by escalating the problem promptly and responsibly.
The book Managing for Happiness by Jurgen Appelo provides practices, games and tools to manage organizations and make work fun. It contains tips and suggestions for applying the practices to achieve organizational greatness and maximize learning in organizations.
Agile is both simple and hard – and success depends on managers creating a suitable environment for their teams. To create and sustain high-performing agile teams, these points are fundamental.
InfoQ interviewed Bryan Dove about what managers and developers can do to find better ways of working together and how they can support each other, making themselves and the company more successful.
At the Agile New Zealand Conference David Chilcott from Outformations gave a talk on Growing Agile Leaders (The Inconvenient Truths). Afterwards he spoke to InfoQ about the challenges leaders face.
In the book The Lean IT Field Guide Mike Orzen and Tom Paider explain how to initiate, execute, and sustain a Lean IT transformation.
An interview with Eddy Bruin and Ray Oei about test plans in agile, how to make stakeholders aware that they can influence quality, and which agile practices they recommend for testing.
The book creating great teams explores the concepts of teams that pick themselves and provides step-by-step instructions on how you can use self-selection to establish teams.
In this article Dragan Jojic explores “the agility challenge”: A company where employees are able to sense and respond to external inputs without managers having to tell them what to do. 1
An interview with Christopher Avery about self leadership and self-organizing teams, the role for leadership in agile, and how top leadership differs between small and large organizations.
This article suggests using sociocracy as a solution that leaves the hierarchies in place yet still allows teams to act in an agile way.