Kelsey Tiberi_3-2 Milestone One- Leadership Skill

docx

School

Southern New Hampshire University *

*We aren’t endorsed by this school

Course

530 -1

Subject

Business

Date

Feb 20, 2024

Type

docx

Pages

Uploaded by AdmiralStarlingMaster790

1 3-2 Milestone One: Leadership Skill Kelsey Tiberi Southern New Hampshire University MBA 530: Leading People & Organizations James Kanellos December 27 th , 2023

2 Executive Summary As the company moves towards expansion in the Canadian marketplace within the next three years, it is imperative that the current challenges within leadership highlighted in this year’s Employee Engagement Survey are addressed immediately. Collectively the company has shifted its primary focus on leadership development, specifically areas in need of improvement regarding leadership behavior, social intelligence, emotional intelligence and the interpersonal skills of an effective leader. As the Director of leadership and learning, I have been tasked to create an adaptive leadership toolkit that will provide a resolution for the concerns by improving our leadership development initiative. The following report includes a detailed breakdown of my own personal leadership self-assessment findings and this year’s Employee Engagement Survey results which aims to be a beneficial contribution towards a personal development plan and an adaptive leadership toolkit, to improve leadership development companywide. Self-Assessment To offer a comprehensive analysis of the organization’s leadership challenges, I first completed an LPI self-assessment to understand where each of my five leadership behaviors, including Model the Way, inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart, rank and how this impacts my ability to lead others. For a further interpretation of each leadership behavior, I referenced “The Ten Commitments of Exemplary Leadership” and found “Those who are the best at leading are also the best at learning. Exemplary leaders don't rest on their laurels or rely on their natural talents; instead, they continually do more to improve themselves. So, if you want to be the best you can be, you need

3 to become a great learner” (Kouzes & Posner, 2017). It is important for all leaders to be self- aware of their leadership behaviors as they each have a direct impact on one another. Having this knowledge will help turn good leaders into great leaders, offering more ways to learn, grow and improve. After reviewing my self-assessment results, the leadership behavior I have ranked the lowest is “Enable others to Act.” Compared to my peers, for this leadership skill I fall within the 33 rd percentile. Leaders that excel in this behavior provide an environment for their team to feel supported and empowered by building trust, offer valuable resources, guidance and opportunities to grow. These leaders create conditions that enable and enhance the performance of their employees to achieve shared company goals. To become a better leader, I need to develop this leadership skill. By fostering cross-functional department collaboration and providing the tools that allow my employees to be successful, I expect to see an increase in productivity and overall employee morale. I ranked the highest on the leadership behavior “Encourage the Heart” as this is my most frequently used behavior, placing me in the 70 th percentile. I’m not surprised that this was my highest-ranking leadership behavior, as I am known to lead with my heart first. This leadership behavior entails the ability to recognize an individual’s contributions and celebrate wins and accomplishments. A leader that exhibits this behavior well will also provide genuine appreciation and encouragement that helps to motivate their employees. I truly believe in giving credit when credit is due and being honest with the message. It is important for a great leader to develop on this leadership behavior as it will provide their employees a sense of belonging within their team, a commitment to you and the company, that ultimately increases the quality of work. Employees

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

4 who feel like they’re valued and appreciated will reciprocate this back through their performance. Adaptive Leadership Toolkit Based on the review of this year’s Employee Satisfaction Survey results, it is clear to see that the leadership behaviors that our leadership team should focus on improving is “Enable Others to Act” and “Encourage the Heart.” The survey question “I trust my supervisor” reflects the greatest decline of employee satisfaction, with a 38% reduction within a four-year period. The “Reward and Recognition” focus area also depicts the greatest decline of employee satisfaction, dropping 21% in the same four-year period. Focusing on improving “Encourage the Heart” is vital as this leadership behavior fosters a culture of appreciation, recognition and support. Improving this behavior will address the leadership concerns as it relates to overall employee morale, engagement and retention. When an employee feels that they’re truly valued and appreciated they typically are more motivated, loyal and committed to the company’s goals and how they can contribute and offer more to help achieve business results. Similarly, by focusing on enhancing “Enable Others to Act” leadership behavior will provide empowerment to employees, support collaboration and promote a sense of ownership. This will not only help boost employee’s confidence in their performance capabilities, but also show increased productivity and more innovative solutions within the organization. Overall, the results of the Employee Satisfaction Survey conducted this year reflect dissatisfaction specifically with employee and direct supervision relationships, not the company. Per the survey results, the organization does a great job demonstrating the “Inspire a Shared Vision” leadership behavior. It is crucial that we continue to maintain this area of focus as it

5 directly impacts the relationship between leadership and direct reports. Employees feel that the company cares about their customers, and strives to provide them with value, which explains why 80% of employees are proud to share with their family and friends that they work here. Maintaining this behavior will also continue to align employees with the company’s vision and direction, ensuring that everyone within the organization is working collectively towards the common goal, driving continued success for the company. Conclusion In conclusion, the report provides an in-depth analysis of the results from my personal leadership self-assessment offering valuable insights into the company’s strengths and areas in need of improvement within the leadership behaviors. Aligning these findings with the leadership challenges highlighted in the Employee Satisfaction Survey emphasizes the importance of cultivating leadership behaviors the company lacks, specifically “Enable Others to Act,” and “Encourage the Heart” while also recognizing our strengths to maintain and manage relationships between leaders and their direct reports. The creation of an adaptive leadership toolkit will draw upon these insights to help develop and enhance leadership capabilities and serve as a foundational step towards improving the leadership development initiative.

6 References Kouzes, James M., and Barry Z. Posner. “Leadership Practices Inventory (LPI): Self, 5th Edition.” Wiley.Com , John Wiley & Sons, Inc., 1 May 2017, www.wiley.com/en- us/Leadership+Practices+Inventory+%28LPI%29%3A+Self%2C+5th+Edition-p- 9781119397519 .

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Kelsey Tiberi_3-2 Milestone One- Leadership Skill

Related Documents