Agile Mindset Leaders and Their Experience-Based Tacit Knowledge Absorption Mastery: Polish-Finnish, Technological, and Non- Technological Leaders’ View

Résumé fourni par la source

Agile mindset leaders are central to agile organizations driven by knowledge. Previous studies have enabled us to assume that constant, tacit knowledge acquisition appears to be a valuable effect of constant agile learning, contributing to the intellectual mastery of agile leaders. Therefore, the question to which this study is dedicated is: Which competencies (demonstrated skills) do agile mindset leaders perceive as critical for their tacit knowledge acquisition? As previous studies have shown, technological and non-technological mindsets can see agile leadership differently. Therefore, this study aims to investigate whether there are any differences in the informal learning habits of agile mindset leaders in the IT sector compared to other sectors, as perceived by employees in Poland and Finland. A qualitative, interpretive approach, supported by MAXQDA software, is employed to achieve this. Results showed that contextual learning, learning from experiences (both positive and negative), learning from failures and mistakes, critical thinking, constant analysis and synthesis, seeking understanding, and systematic self-development are habitual skills – key informal learning activities employed by agile mindsets. Additionally, employees from other sectors highlighted the value of agile mindset leaders' habit of supporting others; IT employees specified these habits as giving constructive feedback and serving as mentors or coaches. Other sector employees also emphasized that ‘scenario thinking’ and self-discipline are habits that support the informal learning of agile mindset leaders. Apart from minor details, no significant differences were noted between Poland and Finland.

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