Leadership agility in India – a grounded theory approach

Purpose The study explores leadership agility (LA) in Indian organizations. With a scarcity of scholarly literature and research on the subject matter, there remains a conspicuous dearth of primary research investigations that systematically investigate the notion of LA and its potential ramifications on leaders and organizations. Design/methodology/approach The present study employs a grounded theory methodology to explore the concept of LA. This is achieved by administering 11 in-depth interviews with senior executives representing diverse organizational backgrounds in India. Purposive and theoretical sampling was used to select the study participants. The study employs open, axial and selective coding of the interview transcripts using Delve software. Findings The study findings report two distinct factors (internal and external), which are further explained by seven unique dimensions that contribute to the concept of LA. The three inward-focused dimensions are emotional intelligence, strong value orientation and purpose and fulfillment, whereas the four outward-focused dimensions are reality orientation, coach, change champion and stakeholder orientation. Originality/value The current study is the first systematic empirical investigation of LA in the organizational context. This research aims to enhance LA’s global understanding and conceptualization by contributing to the extant literature. Finally, it is anticipated that the outcomes of this study will provide valuable insights for enhancing leadership development strategies and contribute to leaders’ comprehension of effective approaches for managing the frequent and unforeseen obstacles encountered in contemporary business environments.