<![CDATA[Background: Agile leadership is less about constant speed than about changing the decision process when the situation changes. Leaders need enough stability to maintain direction and enough flexibility to revise assumptions, redistribute authority and learn from weak signals. Aims: This article examines the mechanisms that connect the topic to organizational or policy performance and identifies the conditions that make those mechanisms stronger or weaker. Research Method: A structured narrative review integrates peer-reviewed research with authoritative policy, statistical, and professional sources, including March (1991); ILO (2025). Sources are coded by outcome, mechanism, boundary condition, and practical implication. Results and Conclusion: The synthesis indicates that outcomes are heterogeneous. Fast decisions are not automatically agile decisions. Speed without listening can intensify resistance, while consensus without clear decision rights can leave an organization permanently in transition. Six recurring themes show that implementation quality, information, capability, and institutional context frequently matter as much as the headline policy or technology. Contribution: The article offers an evidence-based framework for leaders and change teams that translates the literature into decision principles without claiming primary data that were not collected.]]>
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