论文标题
是什么使敏捷软件开发团队有效领导？
What Makes Effective Leadership in Agile Software Development Teams?
论文作者
论文摘要
有效的领导力是商业和项目成功的主要驱动力之一，也是管理研究中最活跃的领域之一。但是，领导力如何在敏捷软件开发中发挥作用，这强调了自我管理和自我组织并将传统领导角色边缘化？为了找出答案，这项研究从十三位专业人员的角度研究了敏捷的领导力，这些专业人员将敏捷领导者，不同的角色，各种不同大小的不同软件开发公司都具有不同的作用。半结构化访谈的数据表明，领导力：（1）在团队成员之间动态共享； （2）使团队具有归属感； （3）涉及平衡竞争性的组织文化（例如，将新的敏捷文化与旧的里程碑驱动的文化保持平衡）。换句话说，敏捷领导力是团队的财产，而不是角色，有效性取决于敏捷团队成员与团队认同，接受责任并对文化冲突敏感。
Effective leadership is one of the key drivers of business and project success, and one of the most active areas of management research. But how does leadership work in agile software development, which emphasizes self-management and self-organization and marginalizes traditional leadership roles? To find out, this study examines agile leadership from the perspective of thirteen professionals who identify as agile leaders, in different roles, at ten different software development companies of varying sizes. Data from semi-structured interviews reveals that leadership: (1) is dynamically shared among team members; (2) engenders a sense of belonging to the team; and (3) involves balancing competing organizational cultures (e.g. balancing the new agile culture with the old milestone-driven culture). In other words, agile leadership is a property of a team, not a role, and effectiveness depends on agile team members' identifying with the team, accepting responsibility, and being sensitive to cultural conflict.
