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A Leadership Paradox

by David Koontz, 2 April 2012 | The Agile Blogosphere

This content is syndicated from Agile Complexification Inverter by David Koontz. To view the original post in full, click here.

Are the capabilities of a CEO leader similar to the leadership needs of a ScrumMaster or Agile team leader?  I think they are very similar.  And if so then the risk factors that are associated with CEO succession planning would also effect the Scrum team's succession planning (assuming anyone is concerned about the leadership changes to a Scrum team).

So let's look for the fractal nature of self similar systems within the Agile company.


Here are the top risk factors for CEO succession planning.  "Of the top 11 factors HR executives cited as the most common causes for CEO succession failure, eight pertained to deficiencies in interpersonal skills -- failure to build relationships and a team environment, a mismatch for the corporate culture, inability to win company support, being egotistical, not flexible, poor management skills, poor communication and lack of political savvy" (p. 51, Chief Learning Officer, Apr. 2012 www.CLOmedia.com).  Source: Chally Group Worldwide - Global Leadership Research Project 2010.

One conclusion what that selection criteria for CEOs may focus too little concern for the human collaboration side of the equation.  Something that Agile values and principles embrace.  I feel there may be a systemic problem with leadership Emotional Intelligence (EI).

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