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Leading PPL Week 8 DQR

Brittney Jones

Hey Class,

Throughout this course we are learning how to be or become a better leader. Having an adaptive leadership toolkit will help address problems and challenges within the organization. (Indeed Editorial Team) With creating an adaptive leadership within the organization this will help resolve recurring organizational problems through a systematic change and allow creativity to address the challenges. Being a successful adaptive leader should show characteristic traits such as Goal-Oriented, being open-minded, appreciative of challenges, committed, proactive, embrace the unknown, experimental and emotionally aware. Being a leader, you should be open -minded to change and finding ways to keep your employees engaged when changes are implemented and to share with them on how changes will affect the organization and what should be expected of them and from the leadership team. 

We saw in the employee survey how the organization was lacking in areas of leadership and we had to use the adaptive leadership toolkit and describe how we can improve those areas. As a leader you should who your employees are, what their values are, what they enjoy doing, what they care about, and what they stand for. As a leader you must communicate with all leaderships by sharing your vision and to build trust within the organization. You have to trust everyone values and be vulnerable and being open. In the article The Importance of Internal Communication for Management of an Organisation (Jakubiec), when you have lack of information or delayed work-related messages can result in a negative work performance. Also, lack of information on important organization events it will demotivate employees. Having an effective communication it will build a system of values, implement changes that will motivate employees and also provide training and development. When it come to the adaptive leadership toolkit this helps leaders who accepts the leadership challenge of taking people and organizations to places, they’ve never been before. This is a challenge of moving beyond the ordinary to the extraordinary. (Kouzes & Posner)

Reference

Indeed Editorial Team (2021) What is Adaptive Leadership? https:www.indeed.com/career-advice/career-development/adaptive-leadership

Jakubiec.,Marcin (2019). The Importance of Internal Communication for Management of an Organisation., issue 134, p47-62. 16p

Kouzes, J. M., & Posner, B. Z. (2021). Leadership Challenge for Southern New Hampshire University (6th Edition). Wiley Global Education US. https://wileyplus.vitalsource.com/books/9781119850717

Response –

Colton Brannon

Hello Class,

In an organization, unique ideas and strategies from people within can lead to big rewards and benefits for the entire business. Sometimes the difficult part though is to get people to buy-in to what you are thinking and trying to bring it about. With the leadership toolkit, we are seeing a huge potential if we can get the appropriate people onboard. Fortunately, there are multiple ways to help gain interest from others to get your idea moving along. A few of the ideas that I think can really get someone on board includes tailoring the pitch, getting the timing right, and also showing proof or offering a solution to a current problem. Tailoring a pitch involves understanding who you are going to be talking to and gaining a strong knowledge of what they prioritize. For this particular situation, we have to explain that a leadership toolkit can benefit the organization in multiple ways that leaders are looking for. The pitch must be worded particularly to gather interests such as growing revenue, gaining employee retention, etc. The next aspect is to get the time right to introduce an idea. For a leadership toolkit, a great time to introduce something like this is right after an employee survey that deemed management lacking. Finally, showing proof of a solution working can be a great way to gain interest. Whether this is a trial period within the organization or an example of an outside organization, the ability to show success can be a major resource (Ashford & Detert, 2014).

Once the initial idea is approved by leadership and is started to be implemented it is important to keep it around. The major proving point of an idea is of course the results. If an idea posts great results consistently, then it is probably there to stay. However, there is more than that as people constantly change, and practices are forgotten with new challenges. It is crucial to engrain a practice into an organization at all levels to ensure that anytime someone leaves the person replacing them falls in step. This of course is easier said than done, but that doesn’t mean its impossible (Latham, 2016). In the same way that you implement something is the same way you may have to retain it. Whether the organizational leadership sent everyone to training or developed a specific policy, this must be continued. Perhaps there will be training every year or for new employees. Overall, it is a challenge to implement and keep a policy that deals with the management styles of different people. A company really has to put trust in its leaders and ensure that they make the transition positive gaining interest from all parties.

References

Ashford, S. J., & Detert, J. R. (2014, December 19). Get the boss to buy in. Harvard Business Review. Retrieved February 23, 2022, from https://hbr.org/2015/01/get-the-boss-to-buy-in

Latham, A. (2016, July 25). 5 secrets for making change stick. Forbes. Retrieved February 23, 2022, from https://www.forbes.com/sites/annlatham/2016/05/29/5-secrets-for-making-change-stick/?sh=2f5950e730b8

Response –

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