Track: Project Management
In a world where there is constant change and market pressure, organizations have to evolve towards agile structures
in order to ensure continuous development and remain competitive in a complex environment. Businesses have had
to switch to a more flexible structure in order to get rid of inertia and increase efficiency. One of the most i mportant
elements of these flexible structures is self-organized teams consisting of interdisciplinary people with different
functional expertise working for a common purpose. There is not much information and guidance in the literature on
how to operate self-organization, how teams self-organize in practice, and how to measure agile project performance.
On the other hand, it is observed that there are leaders who are not officially appointed but emerge informally in
autonomous teams without leaders. Studies reveal that these informal leaders have positive effects on performance.
In this study, a research model was introduced that explores the effects of organizational flexibility, team autonomy,
and emerging leadership characteristics of team members on agile project performance. The research model has four
main constructs with an organizational flexibility construct with variables organizational structure, openness to
change, people-focused, and organizational creativity; the team autonomy construct with variables role distribution in
the team, constructive feedback, trust, collaboration, and assigned manager; the emerging leadership construct with
variables humility, influence, creative thinking, and adaptability; and finally, the dependent variable the Agile project
performance construct with variables customer satisfaction, team perception, and triple constraint.
Agile Project Performance, Self-Organized Team, Organizational Agility, Team Autonomy, Emerging Leadership