Summary

In this chapter, we looked at how architects change their interaction styles when dealing with Agile projects and, therefore, the need to acquire new skills and competencies. Agile architects cannot work with the new culture, behavior, and mindset if the organization and teams are not exhibiting a high-performing culture. Leaders in a learning organization must embrace a people-centric, purpose-driven approach that's often seen in generative and Teal organizations. We also examined an effective team's critical strengths based on Google research – psychological safety, dependability, structure and clarity, meaning, and impact.

Agile architects need to adopt appropriate leadership approaches such as adaptive, creative, servant, server-server, catalyst, or integral. We also learned that Agile architects may need to switch leadership styles based on situations, as explained in the situational leadership model. As E-shaped people, architects need to possess...