To implement a new way of working in an organization, the role of middle managers has been proven to determine success. Many leadership experts assume that for leaders to be effective, behaviors are applicable across the different levels of managerial positions. However, evidence shows that to be effective, different hierarchical positions require different managerial behaviors, which are almost unknown for middle managers.
To successfully implement the Agile way of working, middle managers should take into account not only agile leadership behavior but also steering, supportive and change-oriented behaviors. Different phases of implementation require different ways of behavior for the middle manager to be deemed helpful.
Learn from Ellis' research and experience in agile transformations and find the answer to how middle managers motivate employees to transform towards agile, and what leadership behavior is perceived as supportive in such a transformation.
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