Agile leadership
Rooted in agile software development and initially referred to leading self-organizing development teams (Appelo, 2011;), the concept of agile leadership is now used to more generally denote an approach to people and team leadership that is focused on boosting adaptiveness in highly dynamic and complex business environments (Hayward, 2018; Koning, 2020; Solga, 2021). History. There are many perspectives on the origins of agile leadership, some of which align with the advent of the Agile manifesto. With the rise of Agile software development also a new leadership style arose. When markets are becoming more and more VUCA (Volatility , uncertainty, complexity and ambiguity) organizations have to be able to respond quickly and handle all the uncertainties. In these markets, traditional management is often seen as too slow. Agile promotes giving the teams the mandate and freedom to make their own decisions. Making teams able to respond quickly to new market changes and technological opportunities. This transformed the style of leadership, towards creating the right context and environment for self-managing teams. See Workers' self-management. The framework for business agility has also created a set of Agile Leadership principles. These principles have been adopted by a number of universities  across the globe. These principles also form the basis of the agile business consortiums views on Agile culture. This leadership style fits well in today's culture of giving autonomy to employees to do their work and not tell people what to do. Instead, create clarity on the objectives or desired outcome and let people and team discover the best ways to achieve. Next it also fits with the importance of customer-focus or customer-centricity. With the rise of [mobile phones] and [internet] more and more organizations are becoming digital (internet culture). Software is eating the world Where there  primary contact with customers isn't face-to-face but through a digital device. These organizations have to respond quickly to customer feedback and make sure that their customer-satisfaction is high. By giving teams access to NPS (Net Promoter) and CES (Customer success), they can quickly respond and adapt. Leading self-organizing teams. For some authors, the essence of agile leadership is creating the right environment for self-managing teams. Koning (2019), for example, defines four corresponding areas of action: Section::::'Enabler - Disruptor' Model of Agile Leadership. Favoring a more general approach and highlighting the leadership demands linked to digitization , Hayward (2018) describes agile leadership as simultaneously enabling and disrupting teams and the organization (a paradox, he refers to as the 'agile leadership paradox'): Agile leader as 'enabler' Agile leader as 'disruptor' Section::::'Align - Empower' Model of Agile Leadership. This framework (Solga, 2021) strives to integrate the various ideas that have been floating around the concept of agile leadership. It defines the purpose of agile leadership as enabling people and teams to meet performance expectations and customer demands in business/task environments that are charged with VUCA (volatility, uncertainty, complexity, and ambiguity) and where process knowledge (knowing how to produce desired  results) is weak. To achieve this, an agile leader needs to simultaneously foster divergence and convergence (Solga, 2021). The former involves enabling and exploiting a multitude and diversity of options and possibilities to boost adaptiveness, that is to say, promote responsiveness, flexibility, and speed to effectively deal with dynamic change and disruptive challenges (the 'empower' component). The latter involves promoting alignment with overarching goals and standards as well as across teams (the 'align' component). Solga (2021) defines three 'alignment' practices and three 'empowerment' practices: 'Alignment' practices (ensuring convergence): 'Empowerment' practices (enabling and exploiting divergence):