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An empirical study on changing leadership in agile teams

机译：敏捷团队改变领导地位的实证研究

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摘要

An increasing number of companies aim to enable their development teams to work in an agile manner. When introducing agile teams, companies face several challenges. This paper explores the kind of leadership needed to support teams to work in an agile way. One theoretical agile leadership concept describes a Scrum Master who is supposed to empower the team to lead itself. Empirical findings on such a leadership role are controversial. We still have not understood how leadership unfolds in a team that is by definition self-organizing. Further exploration is needed to better understand leadership in agile teams. Our goal is to explore how leadership changes while the team matures using the example of the Scrum Master. Through a grounded theory study containing 75 practitioners from 11 divisions at the Robert Bosch GmbH we identified a set of nine leadership roles that are transferred from the Scrum Master to the Development Team while it matures. We uncovered that a leadership gap and a supportive internal team climate are enablers of the role transfer process, whereas role conflicts may diminish the role transfer. To make the Scrum Master change in a mature team, team members need to receive trust and freedom to take on a leadership role which was previously filled by the Scrum Master. We conclude with practical implications for managers, Product Owners, Development Teams and Scrum Masters which they can apply in real settings.
机译：越来越多的公司旨在使他们的开发团队能够以敏捷的方式工作。在引入敏捷团队时，公司面临着几个挑战。本文探讨了支持团队以敏捷方式工作所需的领导力。一个理论敏捷领导概念描述了一个遗产授权团队引领自己的Scrum硕士。对这种领导力作用的实证发现是有争议的。我们仍然没有理解通过定义自组织的团队中的领导力。需要进一步的探索来更好地了解敏捷团队的领导。我们的目标是探讨领导力的变化，而团队使用Scrum Master的示例会发生变化。通过一个接地的理论研究，罗伯特博世有限公司的11个部门含有75名从业者，我们确定了一套九个领导角色，它在它成熟的同时从Scrum掌握到开发团队中。我们发现领导差距和支持性内部团队气候是发挥作用转移过程的推动因素，而角色冲突可能会减少角色转移。为了使Scrum Master更改成熟团队，团队成员需要接受信任和自由来承担以前由Scrum Master填补的领导作用。我们结束了对管理人员，产品所有者，开发团队和Scrum Masters的实际影响，他们可以在真实设置中申请。

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