One of the most persistent misconceptions in the Agile world is the belief that Agile teams do not need managers. This idea, while popular, is rooted in a misunderstanding of what “self-managed” and “self-organized” mean. As organizations adopt Agile, they often grapple with the role of management, sometimes swinging the pendulum too far and eliminating leadership positions, expecting teams to handle everything themselves. This blog post is attempting to clarify the confusion between self-managed and self-organized teams, debunk the myth that managers are obsolete in Agile, and explore how the leadership role evolves in an Agile environment.
A key source of confusion is the difference between self-organization and self-management. Self-organizing teams decide how to accomplish their work within given constraints—they choose their methods, practices, and day-to-day task assignments. However, self-management goes a step further. A truly self-managed team is not only self-organizing but also self-funded: it has authority over budget, staffing, and strategic decisions, essentially functioning as a mini company within the organization. Most Agile teams are not self-managed in this sense; they still rely on external leadership for resources, direction, and alignment.
The notion that Agile does away with management stems from a literal interpretation of the Agile Manifesto for Software Development, which values “individuals and interactions over processes and tools.” However, nowhere does Agile suggest the removal of leadership. Instead, Agile advocates for a shift in leadership style—from command-and-control to servant leadership. When organizations eliminate managers without redefining their roles, teams often struggle with unresolved conflicts, unclear priorities, and a lack of support.
- In your organization, how has the role of managers changed since adopting Agile practices?
- Where do you see confusion between self-organization and self-management within your teams?
- What support do your Agile teams need from leadership to reach their full potential?
Blog post: Do Agile Teams Really Not Need Managers?
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