When agile and non-agile mindsets collide: mastering paradox management to navigate the VUCA

Purpose Today’s volatile, uncertain, complex, and ambiguous (VUCA) world is driven by technology, agile leaders, and their diverse teams comprising employees with both agile and non-agile mindsets. Since the VUCA environment is full of paradoxes, the question arises: How does the ability of agile-mindset leaders to manage paradoxes influence VUCA navigation? To answer this, the study was designed to compare the impact of agile and non-agile mindsets on paradox management with a balanced sample. Design/methodology/approach Structural equation modeling was used to analyze data collected from 1,871 knowledge workers (initial sample) and 2,000 (replication sample). Findings Results show that agile mindsets excel at managing paradoxes, supporting adaptation to VUCA. Alignment between leaders’ and staff’s mindsets matters. A tension between agile (adaptability) and non-agile staff (stability) seems to be most evident in IT. Sector-specific factors and leaders’ qualities influence growth, requiring leaders to challenge staff and organize work to prevent clashes. Leaders’ ambidexterity—balancing stability and adaptability (reflected in agile and non-agile approaches)—is central to paradox management. Originality/value This study provided empirical evidence that agile mindsets are strongly associated with paradox management and navigating VUCA.