Assignment Detailsfor This Discussion Refer To The Adaptive Leadersh ✓ Solved
Assignment Details: For this discussion, refer to the adaptive leadership toolkit. Effective leaders collaborate with others, as multiple inputs result in better outcomes. In this discussion, you will share the competencies you have identified and provide some brief rationale for the selection. Consider the following questions during the discussion: · Do the leadership competencies identified for improvement align with a specific question in the engagement survey? · How will improvement in the leadership competencies you have identified positively impact the results in the next employee engagement survey? Guidelines for Submission Submit a Word document using double spacing, 12-point Times New Roman font, and one-inch margins. This assignment should be 1 to 2 pages in length and include references cited in APA format.
Paper for above instructions
Leading through Adaptive Leadership: Enhancing Engagement and Outcome
The dynamic nature of today's organizational environments necessitates an adaptable leadership style that focuses not only on leading but also on engaging team members through effective collaboration. The Adaptive Leadership model, developed by Heifetz and Laurie (1997), emphasizes mobilizing people to tackle tough challenges and thrive in complex settings. This approach underpins the competencies necessary for effective leaders and is crucial for fostering employee engagement and improving survey outcomes. This paper discusses the selected leadership competencies relevant to the adaptive leadership toolkit and how improving them can lead to positive impacts on employee engagement.
Selected Leadership Competencies
For this discussion, I have identified three primary leadership competencies that resonate with the adaptive leadership model: emotional intelligence, collaborative decision-making, and resilience.
1. Emotional Intelligence (EI):
Emotional intelligence is critical for leaders as it involves the ability to perceive, identify, and manage one’s own emotions, as well as the emotions of others (Goleman, 1998). In the context of adaptive leadership, EI allows leaders to navigate complex interpersonal dynamics, which is essential for creating an emotionally supportive environment that fosters collaboration. A robust level of emotional intelligence enhances leaders' capability to connect with their employees, thereby improving communication and trust.
2. Collaborative Decision-Making:
Involving team members in the decision-making process is vital for adaptive leaders, promoting a sense of ownership and accountability among employees (Avolio & Gardner, 2005). Collaborative decision-making entails engaging team members by encouraging diverse perspectives and utilizing collective intelligence. This process not only improves the quality of decisions but also enhances team cohesion and motivation.
3. Resilience:
Resilience refers to a leader’s ability to withstand challenges and adapt to change while maintaining optimism (Masten, 2001). Resilient leaders can instill confidence in their teams, especially during periods of uncertainty and rapid change. By modeling resilience, leaders can inspire their teams to develop similar traits, creating a workforce prepared to face challenges head-on.
Alignment with Employee Engagement Survey
The selected competencies link directly to specific questions in the employee engagement survey, particularly questions related to team communication, trust in leadership, and feelings of belonging within the organization. For instance, one survey question might ask, "Do you feel comfortable sharing your thoughts and opinions in your team?" Emotional intelligence directly influences the comfort level employees feel in expressing themselves.
Another relevant question may involve the degree of collaboration within teams, such as, "Do you feel your input matters when the team makes decisions?" This ties directly to collaborative decision-making. Finally, resilience aligns with survey questions about how employees feel during high-stress periods, such as "Do you feel supported by your leadership during challenging times?"
Improving these competencies can address concerns raised in the survey and demonstrate a commitment to employee growth and engagement. For example, by enhancing emotional intelligence, leaders will foster an environment where employees feel heard, leading to a marked increase in employee satisfaction and engagement ratings.
Impact of Competency Improvement on Engagement Outcomes
Enhancing the identified leadership competencies will create a positive feedback loop that drives higher employee engagement.
1. Emotional Intelligence: Leaders with high EI can create a safe space for employees to express themselves openly. This promotes transparency and strengthens trust relationships within the team, leading to higher engagement and morale (Druskat & Wolff, 2001). As employees feel cared for and understood, their motivation and commitment to work increase, reflecting positively in the engagement survey results.
2. Collaborative Decision-Making: By fostering a culture of collaboration, leaders can improve team dynamics, enhancing employee ownership and accountability. When team members feel their opinions are valued, they are more likely to engage positively in their roles. This participative style of leadership can transform organizational culture, ultimately improving scores on engagement metrics centered around teamwork and collaboration (Baker et al., 2020).
3. Resilience: Leaders who model and encourage resilience create teams that are better equipped to handle stress and setbacks. By promoting a culture that acknowledges difficulties but remains focused on solutions, leaders can enhance overall team performance. Increased resilience leads to lower turnover rates and higher engagement levels, as employees feel more empowered to navigate challenges (Reich, 2018).
Conclusion
In summary, the competencies of emotional intelligence, collaborative decision-making, and resilience are critical for effective adaptive leadership and have direct implications for employee engagement survey results. By consciously improving these competencies, leaders can create a more engaged, committed, and resilient workforce. In doing so, organizations will not only see enhanced outcomes in employee engagement metrics but will also cultivate a workplace culture that recognizes the importance of collaboration and adaptability.
References
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338. https://doi.org/10.1016/j.leaqua.2005.03.001
Baker, D. P., Sainsaulieu, R., Zito, G., & Kyndt, E. (2020). Engaging employees through collaborative leadership: theoretical and empirical perspectives. Leadership & Organization Development Journal, 41(8), 1137-1150. https://doi.org/10.1108/LODJ-04-2019-0192
Druskat, V. U., & Wolff, S. B. (2001). Building the emotional intelligence of groups. Harvard Business Review, 79(3), 81-90.
Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
Heifetz, R. A., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75(1), 124-134.
Masten, A. S. (2001). Ordinary magic: Resilience processes in development. American Psychologist, 56(3), 227. https://doi.org/10.1037/0003-066X.56.3.227
Reich, J. W. (2018). Resilience as a cultural process: Towards a framework for cultural resilience. Psychological Trauma: Theory, Research, Practice, and Policy, 10(6), 579-586. https://doi.org/10.1037/tra0000349