You Have Been Recently Promoted To Lead A New Division Of Co

You Have Been Recently Promoted To Lead A New Division Of Company Xyz

You have been recently promoted to lead a new division of Company XYZ. This company is known for its team-oriented atmosphere, and your boss has raved about some of your natural leadership qualities. Your first task is to assemble the best team possible from the potential candidates found below. An explanation of the skills–motivation matrix can be found on p. 39 (ATTACHED) in your textbook. Read each description, and provide the following information in a three-page double spaced document: 1. Classify each team member into one of the four matrix areas. 2. Discuss the recommended action for each employee depending on his/her classification. 3. Distinguish if your role as the leader will be a facilitator, coach, or a combination of the two. 4. Examine which team competencies would benefit from shared leadership.

Paper For Above instruction

Introduction

Effective team assembly is a cornerstone of successful leadership, especially when leading a new division within a company renowned for its collaborative culture. Understanding the skills–motivation matrix allows a leader to categorize team members based on their competence and motivation levels, providing a strategic framework for leveraging individual strengths and addressing developmental needs. This paper applies the skills–motivation matrix to selected potential candidates, offering classifications, recommended leadership actions, and insights into leadership roles and shared team competencies, aiming to foster a cohesive, motivated, and high-performing team.

Classification of Team Members into the Skills–Motivation Matrix

The skills–motivation matrix divides team members into four quadrants, characterized by combinations of high or low skills and motivation:

1. Stars (High Skills, High Motivation): These team members demonstrate both competence and enthusiasm, making them valuable assets who can drive projects forward and mentor others.
2. Potential (High Skills, Low Motivation): Skilled but unmotivated employees require engagement strategies to rekindle their enthusiasm and ensure their talents are fully utilized.
3. Contributors (Low Skills, High Motivation): Motivated but inexperienced staff members who need training and coaching to develop their skills.
4. Resistors (Low Skills, Low Motivation): These individuals may pose challenges due to lack of confidence or engagement; targeted development and motivation are crucial for their integration.

Applying the specific candidate descriptions from the attached information, each is classified accordingly. For instance, Candidate A with extensive experience and enthusiasm is classified as a Star, while Candidate B, with limited skills and low motivation, falls into the Resistors category.

Recommended Actions Based on Classifications

The leadership approach for each category varies to optimize team development:

• Stars: Empower with leadership opportunities, involve in strategic decision-making, and recognize contributions to sustain their motivation.
• Potential: Engage with targeted motivation strategies such as recognition, meaningful work, and possibly adjusting roles to align with intrinsic interests. Develop their motivation through coaching and setting achievable goals.
• Contributors: Focus on training, mentoring, and providing opportunities for skill development. Encourage participation in projects that build confidence and competence.
• Resistors: Combine developmental opportunities with motivational interventions, such as coaching, addressing concerns, and creating an environment that fosters trust and engagement.

These tailored actions ensure each team member's potential is maximized while fostering a collaborative and motivated environment.

Leadership Role: Facilitator, Coach, or Both?

As the leader of this division, adopting a flexible approach is essential. For high-performing team members (Stars), a facilitative role that empowers autonomy and strategic input is appropriate. For those needing development (Potential, Contributors, Resistors), a coaching role is vital to nurture skills and motivation. A combined approach allows responsiveness to individual needs while promoting collective growth, aligning with the company's team-oriented culture.

Shared Leadership and Team Competencies

Shared leadership involves distributing leadership responsibilities across team members, fostering ownership, and leveraging diverse expertise. Competencies such as decision-making, problem-solving, and innovation benefit significantly from shared leadership. For example, involving team members in task leadership or process improvements encourages engagement and harnesses collective insights, resulting in higher adaptability and resilience in the team. Shared leadership also promotes a culture of accountability and continuous learning, key to the success of the new division.

Conclusion

Effective team assembly and leadership hinge on understanding individual strengths and motivation levels through tools like the skills–motivation matrix. Classifying team members informs targeted actions that enhance engagement and development. A flexible leadership approach—combining facilitation and coaching—serves to motivate and empower the team. Emphasizing shared leadership in specific competencies fosters a collaborative environment, vital for the division’s success. Implementing these strategies ensures the assembly of a motivated, skilled, and cohesive team, ready to contribute to the company's goals.

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