Overview In Milestone One, you assessed feedback from the employee engagement survey results, comparing and contrasting the results with the Leadership Circle profile. In the Module Two assignment,...

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Overview In Milestone One, you assessed feedback from the employee engagement survey results, comparing and contrasting the results with the Leadership Circle profile. In the Module Two assignment, you completed your individual Leadership Circle profile and developed the personal development plan in your role as the director in the organization, which you reviewed with your manager, the vice president of leadership and learning. The vice president was impressed with the thoroughness of your assessment and sees value in developing your approach into an adaptive leadership toolkit for use by all people leaders in the organization. The vice president has asked you to develop an adaptive leadership toolkit that will be used as a reference document for leadership improvement by the entire organization. The VP will then share the toolkit you’ve developed with the chief human resources officer (CHRO). Prompt · Adaptive Leadership Toolkit Template · Access the Adaptive Leadership Toolkit Template. You will note the similarity of the toolkit template to the GROW model template. · Leadership Competencies · Refer to your Milestone One submission and populate the leadership toolkit template with your recommendations. Then populate the template with the leadership competencies you deem most critical for success. · Desired Future State, Current State, Identified Gap, Action Plan · Populate the remaining columns in the template: desired future state, current state, identified gap, and action plan. As you do so, consider behaviors that need to be addressed for improvement in underperforming areas as identified in the employee engagement survey results. · Desired Future State: Define the future positive rating needed for each survey question identified in your previous assessment. Also provide a two- to three-sentence summary paragraph defining what success in this competency area would look like. · Current State: Define the current positive rating achieved for each survey question identified in your previous assessment. Also provide a two- to three-sentence summary paragraph defining how you would define organizational leaders’ current behavior that resulted in a lower-than-acceptable rating. · Identified Gap: Identify one to two probable reasons that leadership behaviors need to be addressed to improve overall organizational performance. · Action Plan: Identify one to two actions that will be initiated to close the gap between the current state and the desired future state. Use the SMART process when describing each action. Guidelines for Submission To complete this milestone, you must submit the following: · A complete and formatted adaptive leadership toolkit, using the template provided, that is ready to be rolled out to the entire organization · An executive summary report, constructed as a Word document of 2 to 3 pages, for submission to the vice president; the summary report shall contain the following: · A thesis statement summarizing the focus of the paper · An introduction to the adaptive leadership toolkit that provides an overview of its structure and a brief description of each section · An explanation of the rationale used to select the leadership behaviors identified in the toolkit and how they directly relate to the employee engagement survey results · Recommendations on next steps required to roll out the adaptive leadership toolkit to all people leaders in the organization MBA 530 Adaptive Leadership Toolkit Template Replace the bracketed text with the relevant information. Recommended Leadership Competencies (Milestone One) [Insert text.] Leadership Competencies Most Critical to Success [Insert text.] Applying Leadership Competencies to Improve Organizational Performance Current State Where are you now? [Insert text.] Desired State Where would you like to be? [Insert text.] Identified Gap Difference between desired state and current state [Insert text.] Action Plan Steps to close gap [Insert text.] kkMBA 530 GROW Model Template Name: Jasmine Tata Date: 03/07/2021 Identified Trends Based on your analysis of the survey data, identify areas that have significant changes over the years. [Areas that show significant change is “the company cares about its employees”, which is a 20 % decrease in the last 4 years. Once this area is worked on employee recognition, praise and job satisfaction will most likely improve. “My job makes good use of my skills and abilities”, which is a 12% decrease 2 years ago from the 4-year outlook and 17% decrease from 2 years ago in recognition of the current year. Provides leadership who act in just an ethical way is a 34% decrease from 4 years prior and within this there was 15% decrease 2 after the 4-year outlook and 22% decrease in the last 2 years within the 2-year outlook. Ethical leadership brings trust and openness so improving this will help employees feel open to make suggestions as well as thrusts their leaders. “When people work extra hard to meet our goals they are rewarded accordingly, ” which is a 23% increase in the last 4 years. Employee appreciation is negatively affected with the lack of rewarded however be whether tangible or intangible. Focus Areas List three to four areas where you will apply the GROW model to effect change in the organization. 1. My company cares about its employees 2. My job makes good use of my skills and abilities 3. Provides leadership who act in just an ethical way 4. When people work extra hard to meet our goals, they are rewarded accordingly Reality—Current State For each focus area, identify the current state in one or two sentences. 1. My company cares about its employees has been consistently declining form the last 4 years. There is also a downward trend in employee recognition, praise, and reward in the last 4 years and other diminishing results relating to job satisfaction like “my supervisor shows appreciation for the work that I do.” Even though security as it relates to, compensation, and competitive pay seem to have miniscule to no reduction. This shows that employees may correspond company care with praise, reward and recognition. 2.My job makes good use of my skills and abilities have been consistently trending down in the last 4 years with 16 less employees believing that their skills are being used appropriately. Employees seem to have tools, goal clarity, and training for their role but the negative trend in training and development or progressive work indicates that the company is ok with average workers so long as the goal is reached, or employees are not looking for positions where their skills are utilized 3.Provides leadership who acts ethically trends downward in the last 4 years with 18 less employees feeling that their employees are acting ethically. This leads to a feedback rich environment and recognizing or praising employees trending downward is safe to say warmness and good behavior is missing in leadership. More employees are not trusting supervisors which could also be related to the lack of ethical leadership. 4.When people work extra hard to meet our goals, they are rewarded accordingly definitely is an issue that can lead to dissent and long-term turnover or diminishing returns. Desired Future State—Where Would You Like to Be? For each focus area, identify in one or two sentences where you want to be in two years. Consider the potential impact on survey results over time, the “why.” 1.I want the company to show that it cares about employees. When the company works on evaluating how employees define care whether it be recognition or praise then there will be a 50 or % increase in the next 2 years. 2.I want the company to utilize employee skills and abilities which will help the productivity of employee’s long term because a positive component of employee retention is self actualization and when employees feel like their skills are wasted this can lead to a high turnover. I want the company to reassess if employees are being hired into the right roles or if employees are not being properly developed. This area needs to increase by at least 50% or more in the next 2 years. 3.Ethical or moral leadership needs to increase by 70% to 80% in employee satisfaction. This ultimately affects thrust in leaders and merit-based work of employees. If employees see leaders without morals, they might be prone to mimic that negative behavioral trait. 4. When employees work hard to meet goals, they are rewarded needs to improve by at least 80 percent. If this does not improve some employees will obviously have no incentive to work hard. These focus areas give employees the incentive to stay and build up the company even if there are other areas in the company which are lacking. Identified Gaps—Obstacles For each focus area, identify one or more obstacles or gaps between the current state and the goal. Consider skill gaps, organizational culture, and resources among other things.  1. The obstacles in the way of employees feeling that the company cares about them is there is none existent award system for employees to feel that the company cares about them. Employee recognition praise and, reward has been on a steady decline in the last 4 years. Lastly, Supervisors are not trusted. 2. Employees do not feel that the company makes use their skills and abilities obstacle is that the leadership is missing relating skills. The company prioritizes the company over the employees which leads to employee disdain. The image of the corporation is good but the lack of employee development eventually leads to a canceling affect that causes high turnover and low productivity. The corporation may only see success in satisfying consumers and product development and fails to see the long term affect of employee neglect. Employees may not be hired for the right roles or the reactive corporate culture is not aligned with employees who want a creative environment. 3. The corporation’s leadership is perceived as unethical by staff. They are leaning towards the reactive tendencies distance and its trickling down to the morality traits of leaders. The trends that correspond with this like promoting a feedback rich environment, having supporting supervisors, and showing appreciation for the work subordinates do are all creative leadership traits that is associated with having strong people skills. Strong people skills “Has a high level of interpersonal capability it Is caring, compassionate, big hearted, and respectful, Connects well with others and makes them feel valuable. ” (Adams A,2019) There must be a huge restructuring leaders or an emphasis on ethical leadership training. 4. The reward system is nonexistent in the company because there is a disconnect in terms of satisfying employees safety needs with security, compensation, tools, resources, competitive pay and minimizing the other hierarchy of needs traits; love belonging, esteem, and self-actualizing employees . IF any of the identified gaps (obstacles) impact the goal(s) identified in Desired Future State, revise the goals USING TRACKED CHANGES. Also, add why the goal(s) needed to be changed based on identified gaps and obstacles. The Way Forward—Action For each focus area and related goal, identify one or more action steps that will close the gap between current state and desired state. Provide details on what the steps will entail and who will be involved, and provide a rationale. 1. The company needs to retrain leaders to have more relation qualities like caring connection
Answered Same DayJul 18, 2021

Answer To: Overview In Milestone One, you assessed feedback from the employee engagement survey results,...

Tanmoy answered on Jul 19 2021
131 Votes
MBA 530 Adaptive Leadership Toolkit Template
Replace the bracketed text with the relevant information.
Recommended Leadership Competencies (Milestone One)
The various leadership competencies that can help my
company as well as care about its employees; make prudent use of the skills and abilities, deliver leadership to act in an ethical manner and reward the employees and the leaders based on their performances are as follows:
1. Social Intelligence: This is a process where the leaders’ displays social performance, sensitivity to various social situations and various role play skills which are essential for displaying effective leadership. This is conducted mostly through exposing leadership skills to the employees, inculcate social perceptions and engaging in interactions and conversation with people in the organization.
2. Interpersonal skills: It refers to development of soft skills of the leaders and is characterized by interpersonal skills. This can be practiced by becoming an active listener, conversation with friends and colleagues. These skills assist in the simplification of workplace relationships.
3. Conflict management: Leaders through this skill often tries to adjudicate the tussle between the employees. This can be done by management of the conflicting parties to work together or they are instructed to compromise by becoming flexible and sacrificing something.
4. Influence skills: The core of leadership is to influence others so that they can exercise power efficiently and in a reasonable manner. This can be instilled by developing the soft skills ad becoming more influential (Ronald E. Rlgglo; 2014).
Leadership Competencies Most Critical to Success
The leadership competencies that are critical to the success of my company are as follows:
1. Visionary leaders: This type of leadership is essential for my company to create team goals and ability for the leaders to communicate effectively. This also helps the younger employees of my company to get them engaged in the work.
2. Managing and implementing change: This type of leadership is...
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