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This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
Article
Reduction of the Fluctuation Rate in Multi-project Organizations Through Agile Leadership
Author(s)
Sabine Abbasi
Thomas Ruf
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DOI:10.17265/2328-2185/2020.02.005
Affiliation(s)
Mendel University, Brno, Czech Republic; DHBW University, Stuttgart, Germany
IKR Training & Consulting GmbH, Mannheim, Germany
ABSTRACT
Many companies work in
projects and the number of companies working in multi-project management is
growing worldwide. In Germany and Europe there are a large number of companies
that are active in this area depending on the industry. However, there is also
the question if it makes sense in addition to the organization and structure,
to implement agile leadership. Agility in project management refers not only to
the organizational structure (agile organization) and processes (agile
working), but also to the behavior and attitudes of the organization members
(agile mindset) (Häusling & Rutz, 2017). Executives in particular are faced
with radically changed framework conditions in an agile environment: Agile
leadership requires a new understanding of leadership and a new leadership
attitude. Agile leadership models bring with them new leadership principles and
leadership roles. This paper shows that by introducing the components of agile
leadership, a company can lower its fluctuation rate and keep it stable. A
24-month study in a company working in the fields, energy construction/line
layout/communication technology industry, showed that the fluctuation rate
could be reduced and kept stable from an average of 14.85% after the
introduction of agile leadership to 8.6%.
KEYWORDS
management, business economics, managers, personnel economics, project management, leadership
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