Impact of leadership in Agile development teams on teams

Note: The leaders here refer to the small leaders in the project team, not the big leaders of the company.

In general, everyone in the agile team is equal, and the agile team is self-organized and self-managed. But why did I say that there are leaders in the agile team.

In reality, every team is inevitably led, such as a traditional project manager, a Technical Manager (I often say the Technical Manager), and a product manager in scrum, architects, etc. These titles are already destined for them to assume more responsibilities, and of course they have more rights.

In my daily development process, the entire agile team should work closely together, the team's work plan should be determined as few members with management titles as possible using their own management benefits. However, sometimes these management roles must exert their rights to make the team better run. The country still has macro-control, which should be the same.

What should these leaders do to make the team work in a passionate state?

1. As a leader, you should love your own industry. If a Leader finds himself suffering from this job, he cannot become a leader in the agile team. Only with great enthusiasm for the industry and rich experience can we lead the team forward.

2. Leaders must dare to take responsibility. A good leader should dare to take responsibility, so that team members can trust themselves and be willing to follow themselves. If you encounter any difficulties or failures, you will be responsible for others, and you will never be followed by anyone who will blame this problem.

3. Leaders should use their daily behaviors to guide team members, rather than their superiors to manage their subordinates. Because the people engaged in the software development industry are basically members with more personalized psychology, they will certainly have their own ideas, especially excellent software personnel. If you do not work actively all day, get up to the Internet, chat, and have a tight project schedule, but don't care at all, can you expect your team to actively complete their tasks?

They may think, you are like this, why are we desperate to work? In addition, in the process of software development, ordinary superiors cannot manage lower-level systems. A software developer can work at all times in a timely manner, but his efficiency is, their quality may be unknown, so the software development process cannot rely on management, but on impact.

For example, a project manager in a company prefers to take a nap. Generally, if he starts to work at half past one, he may all go to bed until, and members of the project team have all gone to bed, but when he sees that his project manager is still asleep, then he will go to bed again. What if the reverse zhengda leads to blame and the Project Manager is holding on? Those who don't take a nap will not go to work even after a while, but will go online or chat until the project manager wakes up and everyone starts to work. The project manager does not know how much influence this small habit will bring to his team.

The other employees of the Company gradually follow suit and finally become a vicious circle. The root of this vicious circle is a habit of the Project Manager.

Some may say that there are still a lot of excellent software developers who are not affected by these influences. They still do their jobs. However, we need to know that the negative impact of a person is much greater than that of ten people.

If you work as a leader, and do more work than the average employee (and should be the same), then who can be lazy, even the leaders are so desperate, the members of the team naturally do not want to humiliate the team. Everyone is following these small leaders. Their daily enthusiasm for work, positive attitude and sense of responsibility will affect every member of the team. This is a virtuous circle.

 

As a matter of fact, I hate small leaders who have no sense of responsibility, are not enthusiastic about their work, and are not active. In addition, I have had this experience before. In these people's teams, there is no passion for work, not to mention doing a good job in the project.

 

These small leaders are generally the backbone of the department, so their performance has a great impact on the department or the company.