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6-1 Discussion Adaptive Leadership Toolkit Competency Selection (part one)

Andre DeStefano posted Sep 2, 2021 1:42 PM

After weeks of analyzing the employee engagement survey and discussing various leadership competencies that may help the company with my fellow classmates, the most important competencies that I will add to the adaptive leadership toolkit are emotional intelligence, communication, and mentoring & developing.

For a reminder, emotional intelligence is the capability of someone to understand another’s emotions and feelings, differentiate among them, and use that information to guide their own actions (Yadav, 2019). The main focus in building this competency will be to improve the trust between supervisors and employees. The biggest statistic that led me to this conclusion would be how currently only 24% of employees currently say they trust their supervisor, and how this has gone down from 39% four years ago. Trust is a giant part in any relationship, and supervisors have to build upon their emotional intelligence to understand that the trust that their employees have in them will directly affect the company as a whole. Employees that don’t trust who they work for will be less motivated to work, or at the very least be less likely to report when things go wrong. It could also lead to employees eventually looking for work elsewhere. If supervisors learn to build this trust by understanding how their employees are feeling, this will be a great improvement.

Related to emotional intelligence, communication is another quintessential competency that needs to be addressed. Without communication, there really is no team. If supervisors took the time to talk to their employees and understand any questions or concerns they are having, there would be more positive results on the engagement survey and honestly less need for a written survey in general. The main questions that led me to picking this competency are the ones related to reward and recognition. Currently only 31% of employees think they are rewarded properly for their work, and only 35% think their supervisors take the time to praise them. These questions have some of the lowest favorable responses on the survey, showing that this is definitely something that needs to be addressed. Through communication between supervisor and employee, these kinds of problems can be better discussed and resolved, which is why emotional intelligence and trust are related to this. If the communication in this company isn’t improved, then regardless of how strong the company is in terms of strategy or policy it will start to fail overtime as nobody will be on the same page.

The last competency that I believe is important to add is mentoring and developing. On the survey only 25% of employees currently say their supervisor talks with them and helps them determine their training and development goals, and this has gone down from 33% as of four years ago. Like how I stated in the last competency, employees are assets to a company. Like any asset, you should want to use it to the best of its potential. If employees are left aimless without any mentoring or developmental goals, then they will stagnate. If employees feel stagnated, they might eventually look for work somewhere where they will feel more purpose. If employees feel they have aim and someone they can rely on for guidance, they will feel much more motivated to work and will be even greater assets to the team and company.

References:

Role of Emotional Intelligence in Effective Leadership. (2019). International Journal of Leadership, 7(2).

In this module, you are to review your classmates posts and add comments to their selections of competencies. Similarly, other learners will review your list of competencies and provide their feedback for the same. On completion of this review, you are to read the feedback given by your fellow classmates and make your final selection of competencies.

Consider the following during the ongoing discussion:

Are you actively listening to the feedback from your peers, remaining open to modifying the leadership competencies you have identified based on their comments and input?

Compare and contrast competencies selected by your peers with those you have selected. As you review their rationale that justifies their selections, provide feedback to your peers on additional points they should consider.

Provide your rationale for keeping competencies you have selected that your fellow peer(s) have not, explaining why you believe the competencies you have selected provide better opportunity for organizational improvement. If, however, you believe another learner’s competency selection is more viable then your own, then provide the rationale for changing your initial selection to one recommended by another learner.

Your responses agree or disagree should show that you have given thought to what the original post said. They should also push the conversation forward, offering insights or (if necessary) asking clarifying questions. While responding, For your initial post, do the following: Does your response push the conversation forward? Does your response offer your perspective? What about your peers’ stories can you relate to What can you learn from your peers’ stories? Are your responses clear? Have you considered the viewpoints or insights of the original posts?

Write a post of 1 to 2 paragraphs. Consider content from other parts of the course where appropriate. Use proper citation methods for your discipline when referencing scholarly or popular sources.