This paper examines the role of leadership within an organisational redesigned from a traditional hierarchical organisation towards an adhocracy (agile organisation).

In order to access the drivers of change the Burke-Litwin Model of Organisational Performance and Change was used. It shows that leadership plays in important role within the change proces. Subsequently, for the analysis of the organisational context in which the leaders will act – the Competing Values Framework was used. Hence, it provides characteristics of agility. Furthermore for determining personality characteristics of effective leaders in agile organisations the Myers-Briggs Type Indicator model is applied. From a leadership perspective the results suggest that appointing ENFP, INFJ, INTJ, ENTP in key leadership roles may enhance a successful change implementation. Furthermore, the results propose that a shift towards agility should be the outcome after careful consideration of the external and internal environment, and not be a stand-alone act of change.

Change management, Burke-Litwin Model of Organisational Performance and Change, Competing Values Framework, Myers-Briggs Type Indicator, Agility & Adhocary.

Prof.dr. Toni Sfirtsis 

All the best,

Ditty