This study aims to examine whether the agile-mindset leadership paradox, characterized by the inevitable tension between agile staff (minority) and non-agile staff (majority), can be catalyzed by an agile culture and how leaders and followers perceive the efficacy of this approach, considering their gender and position.
The structural equation modeling method was used to analyze a large sample of 1,871 Polish and Finnish knowledge workers (mixed sectors).
Research confirmed the existence of the Agile-mindset leadership paradox. The key to mitigating this tension is implementing balanced, diverse and multi-level shared leadership supported by the agile culture to secure agility.
Female leaders excel in agile-mindset leadership, which provides significant benefits to agile organizations; thus, their potential should be fully used. Female agile-mindset leadership is an agile-cultural practice.
This study demonstrates that gender and position affect the perception of leadership agile-cultural practice and, in this way, exposes the need for diverse leadership to gain agility benefits.
