As more businesses explore the agile framework, a lot of managers, as well as company leaders, worry that employee-driven systems will make them outdated or obsolete. Their worries usually come from middle managers, but some leaders have voiced their concerns.

But for flat organizations, it is not necessarily a leaderless company. On the contrary, a lot of business leaders will find that their part of the organization is changing – not for the worse, but for the better – now that their teams are starting to be more agile.

Agile organizations need to have influential leaders

The step to properly evaluate the role of company leaders within the framework is to dismiss the myth that teams do not need proper guidance. The purpose of the management within the organization is not at risk of becoming obsolete.

We have never seen or heard of a firm that was pretty successful in their pursuit of agility, who didn’t have an excellent and robust leader, guiding their vision for what the organization is trying to become: motivating their employees to achieve their mission and vision, nurturing the pursuit of their vision, as well as protecting their employees from people who do not share their vision. While some practitioners might want a world where small teams drive their firms forward, there are still things that need guidance from the management.

Not only that, being agile is not a golden solution when it comes to revolutionizing a company. The idea is, if the organization just gets people together and run in sprints, we are going to get the morale high and excellent ideas for innovations.

Chief executive officers are discovering that agile is just the admission fee to get more significant innovation. The role of the management will change when the business develops practices derived from websites like and social media pages. However, workers will still need an excellent leader, a leader that will work hard to keep the organization ahead of its competition.

A lot of leaders need to change the way they think

Embracing this practice does not mean updating every process and holding the organization training. A lot of leaders in every industry have to completely revamp their way of thinking and make decisions that can help improve their company as a whole. For instance, an experienced engineer says that leaders in an agile work environment are a lot better at responding to changes instead of developing plans and trying to enforce them.

Instead of maintaining their status quo and prevent any diversions from what is really happening, employees, most importantly, the leaders can work together and improve how the work is done and respond to issues creatively. A lot of detailed plans and predictions when it comes to traditional project management are a waste of time, energy, and money.

Although teams need to create a strong vision and plan, they also need to plan only for the tasks that will not have changed as it gets to them. Upper management cannot give lip service to make changes and not do some follow-ups on the result.

Similarly, they cannot demand change from workers but expects the staff to respect traditional processes and hierarchies. It means that on occasion, the chief needs to change their expectations and behaviors. Usually, heads say that they value transparency in their company. But what it really means is that they want to know everything their teams are doing at all times.

Transparency in leadership requires an excellent leader who is transparent about the work they are doing and share vital information about the things they are working on. From there, workers can step up and provide the necessary solutions and work to help the upper management – while having enough space to talk about what they need in return.

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This type of control gives precedence to adding value to the customer. That is why it is pretty threatening to the status quo, but is also very honest as to what is at stake. According to experts, it is a benefit, at the same time, a challenge to bring agile management into a company. Upper management who continues to make crucial decisions based on what is suitable for the organization (or what is best for their bonuses or jobs) will have a harder time adjusting and maintaining a process that is focused on the customers.

After all, without the people who will be buying or availing the product or services of the company, the business is nothing but an empty shell. When upper management and employees feel supported in their organization, they will feel comfortable stepping into agile environments. It means that employees will trust their heads and managers for the needed guidance, and the chief will feel pretty secure in an employee-driven and flatter environment.