Summary
The article outlines the critical differences between agile leadership, which promotes adaptability and team empowerment, and actionist leadership, characterized by hasty, uncoordinated actions lacking long-term vision, emphasizing the disadvantages of the latter for both managers and employees.
What it’s all about
In the world of management, the term “agility” has become a key buzzword. It stands for flexibility, adaptability and reacting quickly to change. A similar-sounding concept that is often misunderstood and confused with agility is “actionism”. This confusion can have serious consequences for management and leadership. This article explains the difference between agile and actionist leadership and the specific disadvantages of actionism for managers and their teams.
Definitions and basics
Agile leadership
Agile leadership is based on principles of agility that originated in software development and have been transferred to management. It includes practices and methods that promote flexibility, rapid feedback cycles, continuous learning and adaptation to changing conditions. Agile leaders focus on the empowerment of teams, promote self-organisation and place great emphasis on an iterative approach to problem solving.
Actionist leadership
In contrast to this is actionist leadership, which is characterised by a reactive, often hasty approach. Actionism manifests itself in spontaneous decisions, short-term initiatives without a long-term strategy and a general preference for action for action’s sake. This type of leadership can appear dynamic at first glance, but it carries the risk of being uncoordinated and ineffective.
Distinguishing features
The core differences between agile and actionist leadership lie in the intention and structure. Agile leadership aims to create added value through well-considered adjustments while always keeping the end goal in mind. Actionism, on the other hand, often results from an impulsive desire to see immediate results, which can lead to a neglect of long-term goals.
Disadvantages of actionism
For the manager
Loss of credibility: Frequent changes of direction and half-baked initiatives can undermine employees’ trust in their manager.
Risk of burnout: The constant pressure to act immediately can lead to stress and ultimately burnout.
Lack of sustainability: Actionist approaches rarely deliver sustainable solutions, which can lead to the same problems recurring.
For the employees
Insecurity and confusion: Employees can feel insecure due to constant changes without a clear direction.
Demotivation: The feeling that their work is not contributing to long-term goals can significantly affect employee motivation.
High turnover: An insecure and chaotic work environment often leads to higher employee turnover.
Summary
The distinction between agile and actionist leadership is crucial to the success of organisations. While agility is a methodical, goal-orientated approach, actionism is often a sign of a lack of strategic direction and can have serious consequences for both managers and their employees. It is important for leaders to recognise these differences and consciously cultivate agility to avoid the pitfalls of actionism.
Further reading
These sources cover topics like agile leadership principles, organizational agility, cross-functional teaming, strategic agility, and the pitfalls of actionism or lack of strategic direction. They provide a comprehensive perspective on the nuances between true agility and mere busyness or reactivity in leadership.
- Denning, S. (2018). The age of agile: How smart companies are transforming the way work gets done.
- Rigby, D. K., Sutherland, J., & Takeuchi, H. (2016). Embracing agile. Harvard Business Review, 94(5), 40-50.
- Edmondson, A. C. (2012). Teaming: How organizations learn, innovate, and compete in the knowledge economy.
- Kotter, J. P. (2014). Accelerate: Building strategic agility for a faster-moving world.
- Worley, C. G., & Lawler, E. E. (2010). Agility and organization design: A diagnostic framework. Organizational Dynamics, 39(2), 194-204.
- Holbeche, L. (2018). The agile organization: How to build an engaged, innovative and resilient business.
- Joiner, B., & Josephs, S. (2007). Leadership agility: Five levels of mastery for anticipating and initiating change.
- Edmondson, A. C., & Harvey, J. F. (2018). Cross-boundary teaming for innovation: Integrating research on teams and knowledge in organizations. Human Resource Management Review, 28(4), 347-360.
- Zook, C., & Allen, J. (2011). The founder’s mentality: How to overcome the predictable crises of growth. Harvard Business Review, 89(6), 65-72.
- Sutherland, J. (2014). The art of doing twice the work in half the time. Crown Business.
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R2049 