Business & Management Studies

Leadership agility in the context of organisational agility: a systematic literature review

Leadership agility in the context of organisational agility: a systematic literature review

This paper has identified four emergent themes of leadership agility: Leadership Agility Mindsets; Leadership Agility Competencies; Leadership Agility Styles; and Leadership Organisational Agility Functions.

Authors

Latika Tandon, Jindal Institute of Behavioural Sciences, O.P. Jindal Global University, Sonipat, Haryana, India.

Tithi Bhatnagar, Jindal Institute of Behavioural Sciences, O.P. Jindal Global University, Sonipat, Haryana, India; National Institute of Advanced Studies (NIAS), Bangalore, India.

Tanushree Sharma, Professor, Jindal Global Business School, and Executive Director-Centre for Learning and Innovative Pedagogy (CLIP), O.P. Jindal Global University, Haryana, India.

Summary

Organisations across the globe are looking to become agile and are seeking leaders to guide their transformation to agility. This paper conducts a systematic literature review across eighty-six papers spanning over 25 years (1999–2023), to develop an overview of how leadership agility is conceptualized in the context of organisational agility in the extant literature.

This systematic review was conducted using the PRISMA framework. The databases searched for the review were: EBSCO, Emerald Insight, JStor, ProQuest, ScienceDirect, and Scopus. The data thus collected was organised and integrated using reflective thematic synthesis. Literature suggests that leadership agility is one of the key dimensions to foster organisational agility, though challenging in practice and difficult to implement.

Based on the analysis of extant literature, this paper identifies four emergent themes of leadership agility: Leadership Agility Mindsets; Leadership Agility Competencies; Leadership Agility Styles; and Leadership Organisational Agility Functions. This study has conceptualized a framework of leadership agility in the context of organisational agility, anchored in the interplay of the emergent themes and their categories, contributing to leadership agility research, and promoting its adoption by the practitioners.

Published in: Management Review Quarterly

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