Affective Leadership in Agile Teams

Agile management prescribes a set of structures and processes to help teams respond change. This article presents an in-depth case study examining how high- low-agility nursing differed in their response the COVID-19 pandemic, organizational restructuring, floods. It unveils crucial role “affective leaders” high-agility during those crises. These leaders constructed positive emotional experiences for successfully adversity. The findings remind scholars practitioners that agile management’s founding tenet “valuing individuals interactions” implies understanding, working with, actively recalibrating emotions.