Adaptive Leadership and Leadership Competencies

📄 Words:	1674
📝 Subject:	Management
📑 Pages:	3
✍️ Type:	Essay

Adaptive Leadership Toolkit

Replace the bracketed text with the relevant information.

Recommended Leadership Competencies (Milestone One)

[The recommended leadership competencies that can guarantee organizational performance are the self-awareness and controlling leadership concepts.]

Leadership Competencies Most Critical to Success

[The core leadership competencies critical for success are personal learner and balance with regards to self-awareness. Perfect and ambition are other leadership competencies that are critical in ensuring no negative leadership roles hamper success of an organization.]

Applying Leadership Competencies to Improve Organizational Performance

Current State Where are you now?	[Client/Customer: Constantly strives to provide value to our clients and customers: 90% Company & Strategy: My company cares about its employees: 60% My company cares about its customers: 75% I believe the company mission and vision drive the decisions that are made: 60% Job Satisfaction: My pay is competitive with others places that I could work: 75% I am proud to be a part of this company: 70% I am proud to tell my friends and family that I work here: 80% Recognition and praise: No positive rating achieved Reward and recognition: No positive rating achieved. Training and development I have received the training I need to perform my job responsibilities: 66% Working Condition Maintains working conditions that are clean and orderly: 80% Respects the dignity and diversity of all employees: 75% Committed to helping employees fulfill their family and other responsibilities: 76% Provides employees with a sense of fulfillment and purpose in their jobs: 77% Provides employees with fair compensation: 75% I have the tools and resources to do my job well: 76% In my job I have clearly defined quality goals: 80% Many focus areas of the job satisfaction, recognition and praise, reward and recognition, training and development, and working conditions are in the downward trends with below per performances. This is generally attributed by a lack of interpersonal skills with regards to the supervisor. Moreover, the current supervisor is controlling with such behaviors as over-ambitious and perfectionist, which hamper overall organization performance, thus lower-than-acceptable ratings.]
Desired State Where would you like to be?	[Job Satisfaction: Not satisfied with job at 55% No appreciation from supervisor for work done at 54% Job does not make good use of abilities and skills at 43% Recognition and praise: Recognizes employees based on merit, i.e., accomplishments, successes rated at 56% I feel encouraged to come up with new and better ways of doing things rate at 65% My work gives me a sense of personal accomplishment rate at 58% Reward and recognition: When people work extra hard to meet our goals they are rewarded accordingly rated at 57% My Supervisor takes the time to praise those who do an excellent job rated at 53% Training and development: My Supervisor talks with me to help me determine my training and development goals rated at 52% Working Condition: Provides leadership who act in just and ethical ways at 64% Provides employees with a sense of security in their jobs at 51% Promotes an environment in which employees feel free to make suggestions and complaints at 57% Provides an inclusive environment where each employee is considered as an individual at 66% When I am having difficulty my Supervisor is there to support me so I do not feel abandoned: 70% My Supervisor gives me useful information on how I can improve my job performance: 88% My Supervisor lets me know where I stand and what is expected of me: 76% I trust my supervisor: 74% Effective leadership is self-possessed and comprises such skills and characteristics as deep respect from co-workers and personal learners. Success in this case involves managers who are conscious of their biases, reactions, and actions, thus reinforcing organizational and individual performance. Through self-awareness with regards to the overall negative trends in the employee engagement survey, a working conducive environment is created.]
Identified Gap Difference between desired state and current state	[Job Satisfaction: Not satisfied with job at 20% No appreciation from supervisor for work done at 16% Job does not make good use of abilities and skills at 8% Recognition and praise: Recognizes employees based on merit, i.e., accomplishments, successes rated at 10% I feel encouraged to come up with new and better ways of doing things rate at 30% My work gives me a sense of personal accomplishment rate at 20% Reward and recognition: When people work extra hard to meet our goals they are rewarded accordingly rated at 16% My Supervisor takes the time to praise those who do an excellent job rated at 18% Training and development: My Supervisor talks with me to help me determine my training and development goals rated at 27% Working Condition: Provides leadership who act in just and ethical ways at 19% Provides employees with a sense of security in their jobs at 8% Promotes an environment in which employees feel free to make suggestions and complaints at 20% Provides an inclusive environment where each employee is considered as an individual at 30% When I am having difficulty my Supervisor is there to support me so I do not feel abandoned: 35% My Supervisor gives me useful information on how I can improve my job performance: 40% My Supervisor lets me know where I stand and what is expected of me: 40% I trust my supervisor: 52%. Inadequate interpersonal skills and job related abilities on the part of employees, poor capacity building between workers and their leaders, and lack of gratitude and compliments for employee performance created a sense of irrelevance and bleakness in the affected workforce. In terms of training and developments, the company is faced with high cost of trainings and progress through leadership workshops or seminars, irrelevant training programs, or lack of ability to motive workers to participate in trainings that bring positive change to the organization.]
Action Plan Steps to close gap	[As a result of low self-awareness in the leaders, the top managers should initiate the process of reward and recognition upon reconnecting with the human resource department for careful capacity building that acknowledges specific accomplishments. Managers will train their supervisors to embrace collective leadership by being accommodative leaders who recognizes the views of other co-workers. In this way, the administrators will recruit training programs at all levels to prepare employees with interpersonal skills which can enable them to attend to their obligations more reasonably.]

Executive Summary

Thesis Statement

Self-awareness and controlling at work are often overlooked in most organizations regardless of the consequences of their absence. Such leadership competencies have been established to enable capacity building in the workforces because leaders develop abilities to learn from one another by identifying their strengths and weaknesses. The current study aims to develop an adaptive leadership toolkit that will be used as a reference document for leadership improvement by the entire organization. The kit would be based on the current state, the desired future state, the identified gaps, and the recommended action plan based on the employee engagement survey results.

Introduction to the Adaptive Leadership Toolkit

The current state in some of the key areas, based on the employee satisfaction survey indicates below-average performance, with less than 50%, thus requires urgent leadership behavior changes. The focus areas of job satisfaction, recognition and praise, reward and recognition, training and development, and working conditions are in the downward trends with lower-than-acceptable performances. This is generally attributed to a lack of interpersonal skills of the supervisor. Moreover, the current supervisor is controlling with such characters as ambitiousness and perfectionism, which hamper the overall organization performance, thus resulting in lower than average ratings. To have the desired state with positive ratings, the company should place its employees in departments or duties which enable them to use their interpersonal skills and capabilities (Khan & Wajidi, 2019). In this case, for an effective training that motivates workers in an organization, such developmental programs as workshops, seminars, and mentoring sessions are important.

In the employee satisfaction survey, based on the customer and clients’ focus area, it is possible that “autocratic and perfect” competencies resulted in the 90% ratings. In this case, such an achievement outlines that every action in the organization must have been organized and systematized. The identified gap encompasses the lack of gratitude and compliments from the supervisors to the junior employees, hence creating a sense of insignificance and austerity in the negatively affected workforce areas. Moreover, the company is faced with the high costs of training and leadership motivation, irrelevant training programs, or the lack of ability to perform capacity building that may bring positive change to the organization. Therefore, to close the gap between the desired state and the current state as identified above, the top managers should initiate the process of rewarding and recognizing exemplary work based on the key performance indicators. This can be achieved when the top managers consult with the human resource department for careful capacity building that acknowledges specific accomplishments.

Rationale

Leaders that involve self-awareness and controlling utilize the ability to recognize their strengths and at the same time consider their weaknesses for organizational improvements in terms of performance. Using the virtue of strength, they can incorporate their abilities, skills, and critical judgments into such actions that bring positive change. Based on the current employee satisfaction survey, it is evident that the workers do not seem to be happy because they are not fully satisfied in terms of job workforce, rewards, and praise, yet the supervisor could not identify this weakness on their part. For instance, the survey question, “My job makes good of my skills and abilities” is lowly rated at 43% from 59% four years ago. This indicates that there is a lack of personal learning, balance, perfection, and ambitions, and components of capacity building related to self-awareness and controlling competencies. These are the key competencies recognized as vital for success based on the valuation of the company’s employee survey result.

Recommendation

As a result of self-awareness in the leadership of the current organization, the top managers should initiate the process of reward/recognition programs upon reconnecting with the human resource division for ensuring capacity building that acknowledges specific organizational accomplishments. In this case, workshops and seminars will be organized by the managers, who will train the supervisors to embrace collective leadership by being accommodative leaders who are considerate about the options of other co-workers. In this way, the administrators will recruit training programs at all departmental levels to prepare employees with interpersonal skills which can enable them to attend to their obligations more reasonably.

Reference

Khan, M. R., & Wajidi, A. (2019). Role of leadership and team building in employee motivation at workplace. The Global Management Journal for Academic & Corporate Studies, 9(1), 39-39. Web.