Determinants of Εffective Leadership in Agile Organization: A Case Study

Purpose: The aim of this article is to identify the key determinants of effective leadership in organizations operating with agility in highly variable environments. Particular attention is given to analyzing the role of the leader in supporting the practical implementation of agility principles within the organization. Design/Methodology/Approach: This article is based on a qualitative approach, incorporating a case study and a meta-analysis of empirical research. The data were gathered through in-depth interviews, participant observations, and a review of scientific literature focusing on the relationship between leadership and organizational agility. Findings: The research confirmed that effective leadership in agile organizations does not result from formal hierarchies, but rather from the ability to foster an environment based on trust, autonomy, and shared responsibility. It also demonstrated that a high level of adaptive capabilities and emotional intelligence in leaders significantly influences team engagement, innovation, and organizational learning. Practical Implications: The research results form the basis for practical recommendations for companies aiming to develop leadership competencies that support agility, particularly in dynamic and unpredictable environments. The findings highlight the importance of a leadership style based on participation, transparent communication, and systemic thinking. Originality/Value: The article contributes added value to the discourse on agile leadership by combining theoretical analysis with empirical data from diverse organizational contexts. It proposes a comprehensive approach to understanding the mechanisms through which leadership supports organizational agility and resilience.