Abstract

This mixed-methods case study examined the impact of leadership on practices to organizational agility. Leaders and employees from three organizations (two universities, one financial institution) participated in surveys and interviews to generate data related to the organizational and personal leadership orientations and styles exhibited, the degree of agility in the organization, and the impact of organizational and personal leadership orientations and styles on organizational agility. Study findings suggested that leadership varies based on industry- and organization-specific demands, organizational agility can exist across industries and organization types, and that adopting a long-term focus and practicing agile leadership behaviors throughout the organization may promote higher organizational agility. Organizations are encouraged to promote agile leadership through their hiring, learning and development, and performance review processes. Future research should utilize larger samples, improved data collection instruments, and focus on examining the critical few agile leadership behaviors that may most strongly predict organizational agility.

Library of Congress Subject Headings

Research projects (MSOD); Leadership; Management; Organizational behavior; Organizational effectiveness

Date of Award

2013

School Affiliation

Graziadio Business School

Department/Program

Business

Degree Type

Thesis

Degree Name

Masters

Faculty Advisor

Feyerherm, Ann;

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