THE META-ANALYSIS OF A COMPARATIVE STUDY ON AGILE LEADERSHIP OF PRIVATE COMPANIES PERFORMANCE: A LEARNING LESSON FROM THE USA AND PAKISTAN

Abstract

This research was aimed at comparative performance analysis of Agile Leadership practices in the merchandising industry and how economic context, available resources,and organizational culture can impact the outcomes of applying Agile leadership processes
in the organization. The findings also show that Agile leadership can have a substantial beneficial effect on the level of organizational performance. Still, the extent of this influence is dependent on regional and market circumstances. It is found that where the resources and technological infrastructure are available in the advanced markets, Agile leadership best practices are in vogue and help to promote ongoing innovation, adaptiveness, and people collaboration. On the other hand, in emerging market contexts that are thinly endowed methodologically and economically and face higher levels of economic fluctuations, Agile has to be customized because of some problems, including deficiency of resources and shifting market environment. The study also points out that, to facilitate Agile leadership, there should be more of a decentralized, open structure and not a hierarchical one. The results of the research study indicate that optimization of the possibility of Agile leadership can be achieved through contextual practices. It is suggested that the subsequent studies look at the relationship between the above-mentioned contextual factors and Agile principles and perform cross-sectionals within and between industries and geographical locations to understand better the longer-term impacts and implementation of Agile leadership in various environments