组织内部需要对敏捷性进行综合评估，以访问当前领导层的敏捷性。这反过来又有助于相关组织的领导访问他们的能力。一个组织被认为是一个高效的组织，它的变化速度与内部和外部组织工作氛围的独立程度相匹配。“成就型领导”在变革速度较快时实施，而“催化剂型领导”在变革速度适中时应用。相互依赖的程度和持续成功的持续时间等因素决定了有效的协调是否在各自的企业中盛行。在竞争激烈的市场动荡的经济中，很大程度上需要实施催化剂形式的领导，特别是在管理层面可以很容易地形成(Joiner和Josephs, 2007)。如果处于层级中间的组织的管理是专家，那么使用成就型领导文化将会产生效益。当一个组织的中层管理人员是一位专家时，相关的管理人员往往会对下级的工作进行压倒性的干预。在一个组织中，这种类型的工作文化更被认为是成功的领导。在这种类型的领导文化中，中层管理人员对自己的角色采取了更加战略性的方法，同时将大量的工作委托给较低的层级。除非最优秀的员工掌握了文化变革，否则任何组织的文化变革都不会发生。通过仔细评估步调的变化和相互依赖的流行程度，可以促进敏捷性。催化剂管理或领导团队是一个组织中最优秀的表现者，以他们的高绩效为特征(Josephs和Joiner, 2013)。所有的敏捷实践都有助于提高领导力素质，使领导者成长为更好的领导者，能够轻松有效地处理不同的情况。
在经济增长中，领导力的敏捷性是承载一个组织成功的重要条件。领导力敏捷性是领导力发展专业人士的愿景。这种情况使他成为一名新领导人，并使新的领导能力与全球经济的需求一样好。领导敏捷性为一小部分高度敏捷的领导创造了一种新的形式。领导力敏捷性理论有四个主要层次，即专家、成就者、共同创造者和催化剂(Leavy and McKiernan, 2009)。
An aggregate assessment of agility is required within organizations to access the agility of the current leadership. This, in turn, helps the leadership of a concerned organization to access their competency. An organization is considered as an efficient organization which matches the speed of change with the degree of independence of the internal and external organizational work atmosphere. Achiever leadership finds its implementation when the rate of change is speedy and on the other hand, catalyst leadership finds its application where the pace of change is moderate. Factors such as the degree of interdependence and the duration of sustained success determine whether an effective coordination is prevailing in the respective enterprise or not. In the competitive market’s turbulent economy, largely required implementation of catalyst form of leadership particularly at the management level can be easily formed (Joiner and Josephs, 2007). Using of achiever culture of leadership will yield benefit if the management of an organization in the middle of the hierarchy is the expert. When the middle management of an organization is an expert, the concerned management tends to interfere overwhelmingly to the works of the subordinates. This type of work culture in an organization is considered more as achiever leadership. In this type of leadership culture, middle management takes a much more strategic approach to their role and at the same time entrusts a significant amount of work to the lower level. Until and unless the top performers master the adoption of change of culture, the change in culture in any organization will not take place. By carefully assessing the change in pace and the degree of prevalence of interdependence agility can be fostered. Catalyst management or leadership teams are the top performers in an organization and characterized by their high performance (Josephs and Joiner, 2013). All the agility practices help the leadership qualities in improving so that the leaders can be grow as more better leader and can efficiently handle the different situations easily.
In the economy growth, the leadership agility is much required for carrying the success of an organization. The leadership agility is the vision for a leadership development professional. The condition introduces him as a new leader and makes the new leadership competencies as good as the demands of the global economy. The leadership agility creates a new form of a small percentage of the leaders who are highly agile. The leadership agility theory has four major levels such as Expert, Achiever, Co- creator and Catalyst (Leavy and McKiernan, 2009).