Affective Leadership in Agile Teams

Max-Antoune Renault; Murat Tarakci

doi:10.1177/00081256231179993

Affective Leadership in Agile Teams

Max-Antoune Renault^*, Murat Tarakci^*

^*Corresponding author for this work

Department of Technology and Operations Management

Research output: Contribution to journal › Article › Academic › peer-review

5 Citations (Scopus)

110 Downloads (Pure)

Abstract

Agile management prescribes a set of structures and processes to help teams respond to change. This article presents an in-depth case study examining how high- and low-agility nursing teams differed in their response to the COVID-19 pandemic, organizational restructuring, and floods. It unveils the crucial role of “affective leaders” in high-agility teams during those crises. These leaders constructed positive emotional experiences for their teams to successfully respond to adversity. The findings remind scholars and practitioners that agile management’s founding tenet of “valuing individuals and interactions” implies understanding, working with, and actively recalibrating emotions.

Original language	English
Pages (from-to)	137-157
Number of pages	21
Journal	California Management Review
Volume	65
Issue number	4
Early online date	19 Jun 2023
DOIs	https://doi.org/10.1177/00081256231179993
Publication status	Published - Aug 2023

Bibliographical note

Publisher Copyright:
© The Regents of the University of California 2023.

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Cite this

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Affective Leadership in Agile Teams

Abstract

Bibliographical note

UN SDGs

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