Scenario: You Work As A Director Of Leadership And Le 920351

ScenarioYou Work As A Director Of Leadership And Learning For An Organ

Scenario you work as a director of leadership and learning for an organization that makes prosthetics. The organization has been in business since 1999 and employs over 350 people in its Tampa, Florida, headquarters and three plant locations across the Southwest. While the business is currently based in the United States, the organization is exploring ways to move into Canadian markets within the next three years. This year’s employee engagement survey results for the organization show that some leadership practices were rated lower, while some practices were rated higher. The new chief human resources officer (CHRO) met with the team to discuss the general results. Everyone agrees that the company’s focus should be on both specific leadership development areas perceived as strengths and on those rated as areas for improvement, primarily regarding social intelligence, emotional intelligence, and the interpersonal skills of effective leaders. To help this initiative, your manager, the vice president of leadership and learning, asked you to create an adaptive leadership toolkit that can be used throughout the organization. To begin this work, you conducted a personal leadership self-assessment, and now you will be taking a closer look at these results to produce a self-assessment report. You plan on exploring how this self-assessment would make a beneficial contribution to a personal development plan and adaptive leadership toolkit, which will help to resolve the leadership challenges the organization is currently facing.

Paper For Above instruction

As the Director of Leadership and Learning for a prosthetics manufacturing organization, my role involves fostering leadership qualities that align with the company’s strategic goals and addressing areas for improvement identified through employee engagement surveys. The recent results highlight a need for strengthening social intelligence, emotional intelligence, and interpersonal skills among leaders, which are crucial for effective leadership, especially as the organization considers expansion into Canadian markets. Conducting a personal leadership self-assessment provided insightful data about my current leadership behaviors, which forms the foundation for developing targeted strategies within an adaptive leadership toolkit.

From my self-assessment, I ranked highest in “Enable Others to Act,” suggesting that I excel at fostering collaboration, building trust, and developing competence among my team members. This behavior involves empowering others, facilitating teamwork, and increasing self-determination, all of which are essential components of transformational leadership that promote organizational agility and innovation. My ability to support others effectively allows me to create an environment conducive to learning and growth, thereby strengthening the leadership capacity within the organization. This support is vital as the company prepares to enter new markets, where adaptive and collaborative leadership will be necessary for overcoming challenges and seizing new opportunities.

Conversely, I ranked lowest in “Inspire a Shared Vision,” indicating an area for significant development. This behavior entails envisioning an compelling future that energizes and unites others around common goals. It encompasses the ability to articulate inspiring possibilities and enlist collective efforts toward shared aspirations. For a company planning to expand internationally, the capacity to craft and communicate a compelling vision is critical. It motivates teams, aligns efforts, and fosters a sense of purpose—attributes that are especially important for navigating the uncertainties associated with entering a new market. Developing this leadership behavior will enable me to better inspire my team and support the organization’s strategic objectives effectively.

Understanding these rankings has highlighted the importance of balancing strengths with growth areas. Enhancing my ability to inspire a shared vision will directly impact my capacity to lead change and motivate others, which are essential for organizational success in a competitive and evolving environment. My strength in enabling others supports my goal of fostering a collaborative culture, but I must complement this with the ability to communicate a compelling future direction. This integration will facilitate more effective leadership during this critical growth phase.

The adaptive leadership toolkit that I am developing will integrate insights from the employee satisfaction survey and my self-assessment results. It will focus on specific behaviors that the organization needs to improve, particularly social intelligence and emotional intelligence, to strengthen leadership effectiveness. For instance, developing leaders’ skills in empathy, active listening, and emotional awareness can enhance interpersonal relations and create a more inclusive workplace. Additionally, emphasizing the importance of inspiring a shared vision will help leaders articulate compelling narratives that motivate and guide teams through change and expansion.

In terms of organizational success, the leadership behaviors that the organization is currently excelling at—such as “Enable Others to Act”—should be maintained and reinforced. This behavior promotes trust, collaboration, and empowerment, fostering a positive work environment that can adapt to new challenges. By sustaining this strength, the organization can build a resilient leadership pipeline that supports ongoing development and innovation. Meanwhile, addressing the less-developed areas like "Inspire a Shared Vision" is vital to cultivate cohesive, purpose-driven teams aligned with the company’s strategic vision for international expansion.

In conclusion, self-awareness derived from the leadership self-assessment and organizational feedback from the employee survey highlights critical areas for personal and collective growth. By focusing on enhancing the ability to inspire shared vision and further strengthening enablement behaviors, the organization can equip its leaders with the skills necessary for navigating complex environments and driving sustainable growth. The adaptive leadership toolkit will serve as a strategic resource, helping leaders develop essential skills, foster a collaborative culture, and lead the organization effectively into new markets.

References

• Northouse, P. G. (2019). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge (6th ed.). Wiley.
• Goleman, D. (2000). Primal Leadership: Learning to Lead with Emotional Intelligence. Harvard Business Review Press.
• Heifetz, R., & Laurie, D. L. (1997). The Work of Leadership. Harvard Business Review, 75(1), 124-134.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
• Hackman, M. Z., & Johnson, C. E. (2013). Leadership: A Communication Perspective. Waveland Press.
• Bass, B. M., & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications (4th ed.). Free Press.
• Antonakis, J., & Day, D. V. (Eds.). (2017). The Nature of Leadership: Approaches, Theories, and Findings. Sage Publications.
• Hersey, P., Blanchard, K. H., & Johnson, D. E. (2013). Management of Organizational Behavior. Pearson.
• Liden, R. C., & Antonakis, J. (2020). The Nature of Leadership. The Leadership Quarterly, 31(6), 101393.