Prototypical Leadership in Agile Software Development

• URL: http://arxiv.org/abs/2409.11685v1
• Date: Wed, 18 Sep 2024 03:55:58 GMT
• Title: Prototypical Leadership in Agile Software Development
• Authors: Jina Dawood, Lucas Gren,
• Abstract summary: The effectiveness of leadership was perceived as higher when it emerged from within the team or when leaders aligned with the group. Leaders in managerial roles that align with the team's shared values and traits were perceived as more effective.
• Score: 3.7215696260140154
• License: http://creativecommons.org/licenses/by-nc-nd/4.0/
• Abstract: Leadership in agile teams is a collective responsibility where team members share leadership work based on expertise and skills. However, the understanding of leadership in this context is limited. This study explores the under-researched area of prototypical leadership, aiming to understand if and how leaders who are perceived as more representative of the team are more effective leaders. Qualitative interviews were conducted with eleven members of six agile software teams in five Swedish companies from various industries and sizes. In this study, the effectiveness of leadership was perceived as higher when it emerged from within the team or when leaders aligned with the group. In addition, leaders in managerial roles that align with the team's shared values and traits were perceived as more effective, contributing to overall team success.

Related papers

• Efficient Performance Tracking: Leveraging Large Language Models for Automated Construction of Scientific Leaderboards [67.65408769829524]
  Scientific leaderboards are standardized ranking systems that facilitate evaluating and comparing competitive methods. The exponential increase in publications has made it infeasible to construct and maintain these leaderboards manually. automatic leaderboard construction has emerged as a solution to reduce manual labor.
  arXiv  Detail & Related papers  (2024-09-19T11:12:27Z)
• Experiential Co-Learning of Software-Developing Agents [83.34027623428096]
  Large language models (LLMs) have brought significant changes to various domains, especially in software development. We introduce Experiential Co-Learning, a novel LLM-agent learning framework. Experiments demonstrate that the framework enables agents to tackle unseen software-developing tasks more effectively.
  arXiv  Detail & Related papers  (2023-12-28T13:50:42Z)
• Understanding the Difference between Office Presence and Co-presence in Team Member Interactions [4.312340306206884]
  This study explores the co-presence patterns of 17 agile teams in a large agile telecommunications company. Some teams exhibited a coordinated approach, ensuring team members are simultaneously present at the office. Other teams demonstrated fragmented co-presence, with only small subgroups of members meeting in person and the remainder rarely interacting with their team members face-to-face.
  arXiv  Detail & Related papers  (2023-09-23T15:58:56Z)
• ProAgent: Building Proactive Cooperative Agents with Large Language Models [89.53040828210945]
  ProAgent is a novel framework that harnesses large language models to create proactive agents. ProAgent can analyze the present state, and infer the intentions of teammates from observations. ProAgent exhibits a high degree of modularity and interpretability, making it easily integrated into various coordination scenarios.
  arXiv  Detail & Related papers  (2023-08-22T10:36:56Z)
• The Impact of Heterogeneous Shared Leadership in Scientific Teams [17.966381604797146]
  This paper aims to advance our understanding of shared leadership in scientific teams. By considering the combinations of any two leaders, we distinguish shared leadership as heterogeneous.
  arXiv  Detail & Related papers  (2023-06-27T21:10:00Z)
• Learning to Transfer Role Assignment Across Team Sizes [48.43860606706273]
  We propose a framework to learn role assignment and transfer across team sizes. We demonstrate that re-using the role-based credit assignment structure can foster the learning process of larger reinforcement learning teams.
  arXiv  Detail & Related papers  (2022-04-17T11:22:01Z)
• Follow the Leader: Technical and Inspirational Leadership in Open Source Software [0.0]
  We conduct the first comprehensive study of the behavioral factors which predict leader emergence within open source software (OSS) virtual teams. Developers' communication abilities and community building skills are significant predictors of whether they emerge as team leaders. Those results should be of interest to researchers and practitioners theorizing about OSS in particular and, more generally, leadership in geographically dispersed virtual teams.
  arXiv  Detail & Related papers  (2022-03-21T10:47:31Z)
• Flat Teams Drive Scientific Innovation [43.65818554474622]
  We show how individual activities cohere into broad roles of leadership through the direction and presentation of research. The hidden hierarchy of a scientific team is characterized by its lead (or L)-ratio of members playing leadership roles to total team size. We find that relative to flat, egalitarian teams, tall, hierarchical teams produce less novelty and more often develop existing ideas.
  arXiv  Detail & Related papers  (2022-01-18T04:07:49Z)
• Coach-Player Multi-Agent Reinforcement Learning for Dynamic Team Composition [88.26752130107259]
  In real-world multiagent systems, agents with different capabilities may join or leave without altering the team's overarching goals. We propose COPA, a coach-player framework to tackle this problem. We 1) adopt the attention mechanism for both the coach and the players; 2) propose a variational objective to regularize learning; and 3) design an adaptive communication method to let the coach decide when to communicate with the players.
  arXiv  Detail & Related papers  (2021-05-18T17:27:37Z)
• The Agile Coach Role: Coaching for Agile Performance Impact [3.5143894612668443]
  This paper examines the role of the agile coach through 19 semistructured interviews with agile coaches from ten different companies. Our findings indicate that agile coaches perform at the team and organizational levels. The most essential traits of an agile coach are being emphatic, people-oriented, able to listen, diplomatic, and persistent.
  arXiv  Detail & Related papers  (2020-10-29T16:35:43Z)
• Design of Transformation Initiatives Implementing Organisational Agility -- An Empirical Study [0.25782420501870296]
  This study uses 125 responses from companies of all sizes headquartered in Germany, Switzerland, France and UK. It investigates current understanding of managing principles of multiple organisational dimensions to achieve greater organisational agility.
  arXiv  Detail & Related papers  (2020-05-29T19:30:55Z)

This list is automatically generated from the titles and abstracts of the papers in this site.

This site does not guarantee the quality of this site (including all information) and is not responsible for any consequences.