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Leadership Within Project Management

An agile leadership project management is a way in which an iterative Approach is used to mainly focus on breaking down large projects of an organization into various projects that are easily manageable and completed throughout the project’s life cycle within short iterations. The role of leadership in agile project management is sometimes referred to as a project facilitator or a scrum master, mainly based on servant leadership that focuses on the support of the project team. It thus makes it possible for the project team’s effective. The couple is responsible for the project team’s directions in an agile project. They mainly assign work to each project team member using a created detailed schedule generally prepared at the beginning of every project. The support in an agile leadership project includes the removal of barriers or roadblocks which are mainly found in various companies and affects the team negatively. It may lead to finding the essential resources needed and support outside the group by limiting the pressure given by their stakeholders, which might result from working disruption.

Agile leaders also do support the various processes used by the agile teams by providing different forms of advice, guidance where the team members need it, and also adherence to the agile methodology (Ghobadi & Mathiassen, 2018). the agile teams are tiny, usually with about three to nine people per team to enable them to work together effectively and efficiently to respond to changing projects quickly. Additionally, the project must adhere to several team principles, including an overwhelming trust and support for the human capital. Add aspects include a close relationship between the users of the project, the project team, and the leader because the project’s success will depend on the feedback from its stakeholders. The groups also have to be self-organizing despite their leadership, meaning that face-to-face conversation will be optimally used, commenting on a high level of team performance in generating optimal outcomes. Agile leaders focus on their customers and vision of their organizations by creating a transparent working system whereby sometimes they are subjected to open criticism for them to achieve the great goals in their work. Therefore an agile leader should have a dynamic mind set thus embracing each and every agility aspect.

The leadership within the agile project management postal it that there should be a continual evaluation, although it is different from the conventional project methods(Kettunen, 2019). The conventional project methods favored a waterfall approach and the evaluation and implementation of the project’s analysis, design, development, and implementation. Nevertheless, there should be the incorporation of a sequential development approach which means that it will be vital in the control of change. On the other hand, implementing the iterative project approach, centered on agile project management, will ensure the optimal gathering of feedback from the subordinates, which will inform the future rounds of development. The ideal project management, therefore, follows the LLAMA approach. The Approach is vital because it ensures the implementation of a cyclical model that will cover the initial analysis and be critical in the implementation and evaluation process.

On the other hand, the role of leadership within the agile Project management is to ensure there is an implementation of the cyclical Approach, therefore, meaning that the leader will be subject to make changes and will rely on their vision for the potential shifts in scope during the project management and development. The role of the leader is to ensure that the problem-solving methods in the capabilities that are derived are aligned through the operations of the project and that the solutions will work beyond the completion of the project. Additionally, the leader must be conscious of the constant change, which the innovation and improvement will also inform of the previous projects to enhance the sustainability and usability of the current solutions. It is, therefore, a comprehensive way of changing a leader’s mindset toward incorporating agile methods in project management.

The other end of the spectrum involves supporting the team and eliminating barriers that may impact the creation of the solutions. In this case, the leader has to have optimal levels of commitment and motivation and also ensure that their motivation trickles down to the human capital working on their project(Kettunen, 2019). The treatment of the goals will depend on the high likelihood that the team will gel together and that their motivation and inspiration are realistic to the project’s objectives. To this effect, the project iteration has to be in tandem with the leader’s commitment and the vision in the leader’s scope, coupled with the expectations of the stakeholders and clients of the project. Therefore, in an agile team, the leader is responsible for inspiring the human capital toward the group’s objectives. One other dynamic is the challenge that presents itself through operational activities, which dictate the directive manner in which agile project management is done, meaning that there has to be an overhaul of the traditional ways of working and ensure the existence of the new dynamics in project implementation.

In the organizational context, dog and original culture influence the leader’s project methodology. It is also critical to note that these elements are critical to agile and predictive project management methods. It, therefore, means that a functional structure and the Approach to the activity will depend on the organization’s policies and will influence the overall outcomes of the project. The policy, therefore, governs the human capital and the human resource and also determines the operational activities. They change dynamics that have to be implemented by the leader to ensure that optimal outcomes are generated from the agile team members. The team rules should also be aligned with specific leaders and the specialization of skills to complete their tasks. Therefore, leadership within agile project management will work with regular deliverables to ensure keeping track of the project and that these suppliers and contractors have an operational plan for the overall organizational end project outcome. The stakeholders have to be in line with the scope and vision of the project management, and this specialization will guarantee seamless management of the tasks, increasing the project’s capability to attain its objectives and outcomes.

Agile project management also requires a specific leadership type: servant leadership. The type of leadership requires serving others first before considering personal obligations. The servant-leader ensures optimal organization to realize the result by focusing on the group’s needs. Therefore, the scrum team is prioritized in the servant leadership, a paradigm shift from the leader’s first dynamic of the conventional project management. The vitality of the servant leader is that they will use their abilities to gain feedback and also ensure dedication and perception of dissemination of duties as a scrum master or, in other cases, as the product owner. It, therefore, means that they used the authority to influence different frameworks.

Additionally, some of the skills needed to be a servant leader in agile project management include listening skills which would be critical in getting feedback. The aspects are empathy Because it ensures that the scrum members are sincere in their work ethic and management of issues. Self-awareness and persuasion will provide that the leader gains agreement and influence will impact decision-making among the scrum team members, ensuring optimal outcomes. Additionally, the conceptualization of servant leadership will be critical in offering foresight and vision to focus on the outcomes of conclusions and situations in the project management.

Leadership styles in agile project management also require a significant amount of delegation. The decision-making Is delegated to the team members based on their level of specialization and competency. Servant leadership ensures that the leaders are In Sync with the project objectives and that their frameworks with limitations are eliminated. Agile project management can also be combined with other leadership styles, including the autocratic leadership style and supportive coaching or task-oriented leaders who have to impose completion of tasks when there is indecision in the project management.

In summation, the leadership dynamics in agile project management differ from the conventional direction of other projects(Scott, 2021). To this effect, the leader must be open-minded to change and ensure an overhaul of the organizational context to move away from their predicted teams and embrace the agile approaches and methodologies as a project manager. According to the dynamics, a cyclical approach to the project design and development will be needed because it is critical today dissemination of solutions. On the other hand, it is prudent to affirm that there is a need for constant change through feedback; therefore, the leader will have to embrace different prototypes before attaining a specific solution. Apart from Peter’s principles in agile teams, other formal roles include the scrum master. This product owner is responsible for their vision of the product and the incorporation of the consumer needs of the general project.

Nevertheless, it is essential to note that leadership within agile project management is increasingly being adopted in the contemporary world of project management and the development and management of organizational objectives. On the other hand, Adele teams have to be highly motivated and ensure that the human capital is committed to the goals. The leader and the product owner also must ensure that the team maintains focus and that the solutions are derived from meeting the consumer needs.


Ghobadi, S., & Mathiassen, L. (2018). Perceived barriers to adequate knowledge sharing in agile software teams. Information Systems Journal26(2), 95-125.

Kettunen, P. (2019). Adopting key lessons from agile manufacturing to agile software product development—A comparative study. Technovation29(6-7), 408-422.

Scott. (2021). Leadership in an Agile Project Management Environment. Journal Of Leadership, Accountability, And Ethics18(4).


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