Dynamics of playful work design in agile teams

Abstract

In this thesis, the dynamics of playful work design were examined within the context of agile teams. More specifically, leadership-related antecedents (i.e., transformational leadership) of playful work design and its individual-level consequences (i.e., task performance, innovative behavior, and work engagement) were investigated. Adopting a quantitative approach, data were collected from 254 individuals working in agile teams from private sector organizations. The results demonstrated that transformational leadership had a significant positive effect on playful work design, which, in turn, enhanced innovative behavior, task performance, and work engagement. These findings confirm the central role of playful work design as a mechanism translating transformational leadership into enhanced innovative behavior, task performance, and work engagement in agile teams. By emphasizing the mediating role of playful work design, the study contributes to our understanding of how leadership styles can foster employee outcomes in agile work settings.