05 Fakultät Informatik, Elektrotechnik und Informationstechnik

Permanent URI for this collectionhttps://elib.uni-stuttgart.de/handle/11682/6

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Start date: 2021End date: 2021Author: search.filters.author.Spiegler, Simone V.

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    An empirical study on changing leadership in agile teams
    (2021) Spiegler, Simone V.; Heinecke, Christoph; Wagner, Stefan
    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.
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    Leadership gap in agile teams: how developers and scrum masters mature
    (2021) Spiegler, Simone V.; Wagner, Stefan (Prof. Dr.)
    An increasing number of companies aim to enable their developers to work in an agile manner. One key success factor that supports teams in working in an agile way is fitting leadership. Therefore, companies aim to understand leadership in such self-organising teams. One agile leadership concept describes a Scrum Master who is supposed to empower the team to work in an agile manner. However, the findings on leadership that unfolds in a self-organising team are controversial. By using Grounded Theory this thesis provides theories on how leadership evolves in agile teams while taking maturity and organisational culture and structure into account. The thesis does not only provide more theoretical underpinning to human aspects of the agile manner but also builds groundwork for future quantitative testing of leadership in agile teams.