A company moving to a hybrid approach ran capacity-building focused on agile methods and team facilitation, yet project managers struggle to motivate newly hired agile staff during implementation. Why is this happening?

The correct answer is that the capacity-building sessions failed to transfer the servant-leadership concept. In agile environments, project managers often transition from a directive role to a servant-leader, focusing on empowering the team, removing impediments, and fostering self-organization. If the training didn't effectively convey this shift, project managers might still be applying traditional leadership styles, which can demotivate agile staff who expect more autonomy and collaboration. While project managers are expected to act as coaches, this is a result of understanding servant leadership, not the root cause of the problem. Agile hires might not be accustomed to being led by a project manager in a traditional sense, but this is precisely why the servant-leadership concept is crucial for project managers to adopt. While difficulties are common during transitions, this option doesn't explain the specific reason for the demotivation related to leadership style.