The Role of Agile Leadership in Team Motivation Within Software Development Projects: A Study Case of Multinational Companies in Morocco

Abstract

Today’s business world is increasingly competitive, especially in the software development domain. This growing pressure has led many organizations to adopt agile methodologies and cultures. They need innovations to respond quickly to the sudden changes that are most of the time not part of any leader's strategic plan. In these agile contexts, which are supposed to be built with self-managed and motivated teams, most of the time there is an absence of agile leadership that can follow and accelerate this transformation. This significantly impacts motivation and collaboration within agile teams. These reflections can be summarized in the following research topic of this article, which explores agile leadership in order to identify his contribution to the motivation of agile teams and identify its limits beyond software organizations using a qualitative approach in the data collection process and following the theoretical saturation principle. The technology industry has experienced rapid growth and change; agile methodologies have played a key role in enabling organizations to design systems that can adapt rapidly to constantly evolving market conditions. This research demonstrates that it was not enough to have agile organizations and teams; leaders had to adapt their leadership style in order to support this change and keep their team involved and motivated. Agile leadership is fundamentally rooted in a growth mindset, characterized by believing that continuous improvement is possible not only products and services to people.