Skip to main content

Leadership

  • Chapter
  • First Online:
Agile Software Engineering

Abstract

Leadership is the ability to influence people, encouraging them to behave in a certain way in order to achieve the group’s goalsgoals . Leadership is independent of job titles and descriptions; usually, however, in order to lead, leaders need the power derived from their organizational positions. There are different leadership stylesleadership , such as task-oriented versus people-oriented, directive versus permissive, autocratic versus democratic. While leaders can shape their leadership style according to circumstances, followers might prefer different leadership styles depending on their situation. Agile software engineering adopts a leadership style that empowers the people involved in the product development process. For example, instead of promoting the idea that “leaders should keep power to themselves in order not to lose it,” the agile approach fosters the idea that “leaders gain power from sharing it.” This idea is expressed, among other ways, by the transparency of the agile development process that makes information accessible to anyone and enables each team member to be accountable for and fully involved in the development process.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 29.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 39.95
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Augustine S,Augustine S Payne BPayne B , Sencindiver FSencindiver F , Woodcock SWoodcock S (2005) Agile project management: steering from the edges. Commun ACM 48(12):85–89

    Article  Google Scholar 

  • Beck K,Beck K Andres CAndres C C (2004) Extreme programming explained: embrace change, 2nd ed. Addison-Wesley, Reading, MA

    Google Scholar 

  • Bruce A,Bruce A Langdon KLangdon K (2000) Project management. Dorling Kindersley, New York

    Google Scholar 

  • Ciulla JBCiulla JB (1998) Ethics: the heart of leadership. Praeger, Westport, Connecticut

    Google Scholar 

  • Cockburn A,Cockburn A Highsmith JHighsmith J (2001) Agile software development: the people factor. IEEE Software 34(11):131–133

    Google Scholar 

  • Cooper CLCooper CL (2005) Leadership and management in the 21st century: business challenges of the future. Oxford University Press, New York

    Google Scholar 

  • Drath WHDrath WH (1998) Approaching the future of leadership development. In: McCauley CD, Moxley RS, Van Velsor E (eds) The center for creative leadership: handbook of leadership development. San Francisco, CA, Jossey-Bass, pp 403–432

    Google Scholar 

  • Dubinsky Y, Hazzan O (2003) eXtreme programming as a framework for student-project coaching in computer science capstone courses. Proceedings of the IEEE international conference on software—science, technology & engineering. Herzelia, Israel, pp 53–59

    Google Scholar 

  • Dubinsky Y, Hazzan O (2006) Using a role scheme to derive software project quality. J Syst Architect 52(11):693–699

    Article  Google Scholar 

  • Goleman DGoleman D (1998) What makes a leader? Harvard Bus Rev 76(6):93

    Google Scholar 

  • Hazzan O, Dubinsky Y (2005) cognitive and social perspectives of software development methods: the case of extreme programming. Proceedings of the 6th international conference on extreme programming and agile processes in software engineering, pp 74–81

    Google Scholar 

  • Huff AS,Huff AS Moeslein KMoeslein K (2005) An agenda for understanding individual leadership in corporate leadership systems. In: Cooper CL (ed) Leadership and management in the 21st century: business challenges of the future. Oxford University Press, New York, pp 248–270

    Google Scholar 

  • Hughes B,Hughes B Cotterell MCotterell M (2002) Software project management, 3rd edition. McGraw-Hill, New York

    Google Scholar 

  • Humphrey WSHumphrey WS (2000) Introduction to the team software process. Addison-Wesley, Reading, MA

    Google Scholar 

  • Mayrhauser VAMayrhauser VA (1990) Software engineering methods and management. Academic Press, New York

    MATH  Google Scholar 

  • Nirenberg JNirenberg J (2002) Global leadership. Capstone Wiley, New York

    Google Scholar 

  • Pulford K,Pulford K Combelles KA,Combelles KA Shirlaw SShirlaw S (1996) A quantitative approach to software management—the ami handbook. Addison-Wesley, Reading, MA

    Google Scholar 

  • Putnam LH,Putnam LH Myers WMyers W (1997) Industrial strength software—effective management using measurement. IEEE Computer Society Press, Silver Spring, MD

    Google Scholar 

  • Sommerville ISommerville I (2001) Software engineering, 6th ed. Addison-Wesley, Reading, MA

    Google Scholar 

  • Topping PATopping PA (2002) Managerial leadership. McGraw-Hill, New York

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Rights and permissions

Reprints and permissions

Copyright information

© 2008 Springer-Verlag London

About this chapter

Cite this chapter

Hazzan, O., Dubinsky, Y. (2008). Leadership. In: Agile Software Engineering. Undergraduate Topics in Computer Science. Springer, London. https://doi.org/10.1007/978-1-84800-198-5_13

Download citation

  • DOI: https://doi.org/10.1007/978-1-84800-198-5_13

  • Published:

  • Publisher Name: Springer, London

  • Print ISBN: 978-1-84800-198-5

  • Online ISBN: 978-1-84800-199-2

  • eBook Packages: Computer ScienceComputer Science (R0)

Publish with us

Policies and ethics