Overviewlike Many Leaders We Meet And Work With Worldwide Eduardo Was ✓ Solved

Overview Like many leaders we meet and work with worldwide, Eduardo was previously an individual contributor. He is now a manager at the prosthetics company you were introduced to in Module One. Below are comments from his first set of feedback received after his promotion to manager. “Eduardo is extremely intelligent and typically gets to the solution before everyone else. This is often his downfall as he moves quickly to implementing a solution when in fact the organization is two steps behind him.

This creates a disconnect with the team. In his role as president, he should be ‘teaching people how to fish.’ Unfortunately, Eduardo gets frustrated with the lack of responsiveness from the organization and, as a result, hands over the ‘fish.’ This can create insecurity and frustration, with people feeling they cannot live up to his expectations.†“Eduardo does not leverage his team to create the desired vision. Because he is intelligent and gets to answers faster than most, he loses patience and decides to do all the work himself. By doing so, he misses out on the input of others and fails to garner support for the vision. When he becomes quickly entrenched in his position, he often ignores valid input and alternative points of view.†“Eduardo thinks he knows best and hence does not listen to others.

Nor does he inspire confidence in his team. As a result, his ‘professional arrogance’ creates more of a dictatorial leadership style, which in turn produces adversarial relationships internally (Eduardo versus everyone). Over time, this outcome will also spread to external partners. In the end, we will continue to lose talent, which will eventually impact business performance.†Assignment details: Given the case as described, provide an analysis of Eduardo’s situation as it exists and suggest how you think he can handle this situation and transform his leadership style. Specifically, address the following: · Identify four to six leadership competencies discussed in this week’s readings that Eduardo needs to develop.

Provide a brief explanation of your rationale for selection. You can consider the following factors: · Strategic thinking · Emotional intelligence · Communication skills · Provide two action items you would recommend to Eduardo for his leadership development, if you were his executive coach. · Explain how each action item might help his situation. · Formulate a strategy on how Eduardo can utilize the flywheel effect discussed in Jim Collins’s “Good to Great†article to transform his leadership style. · Specifically, identify the tasks that Eduardo should perform to turn the flywheel gradually and consistently, building tangible evidence that his strategy makes sense and will deliver results.

Explain your reasoning. Guidelines for Submission Submit a Word document using double spacing, 12-point Times New Roman font, and one-inch margins. This assignment must be 2 to 4 pages in length and include references cited in APA format. Assignment details: Using a word document share your expectations and understanding of Milestone Two . Address the following criteria: 1.

Identify any initial questions or concerns you have regarding: · The milestone scenario · Conducting an external analysis of your chosen company ( Toyota ) · The deliverable expected 2. Thinking about the industry your company belongs to , explain at least two external factors that may impact its success . Include specific examples to support your response. 3. Include a clear and relevant personal reflection and make a personal or professional connection to the milestone material.

Guidelines for Submission Submit a one-page Word document with double spacing, 12-point Times New Roman font, and one-inch margins. You are not required to use sources; however, if you choose to use sources, they should be cited in APA format. Milestone Two Guidelines are below as a reference for assignment details: Overview Congratulations! You are off to a good start. You successfully completed an analysis of the company’s internal business environment.

To quickly recap, as the director of strategic planning, you are creating a new strategic planning proposal to help the company explore at least one new growth opportunity and increase its revenue or market share in the industry. As you continue creating your proposal, in this assignment you will analyze your company’s external business environment and explain its influence on revenue or market share. Prompt Perform an external environment analysis of your company to identify the company’s competitive environment and find an opportunity the company can utilize to grow its revenue or market share in the industry. Use resources such as the company website, which will have pertinent information including its most recent sustainability report, and other relevant sources to help complete this presentation.

Create a Microsoft PowerPoint presentation to show the results of your analysis. Use both on-screen text and speaker notes to convey your information effectively. For example, you can use brief bulleted lists summarizing the highlights of your analysis on the slides, and include more detailed explanations where needed in your speaker notes. Specifically, you must address the following rubric criteria: A. Competitors (slide 1): Identify at least two of your company’s top competitors and explain how they compete with your company.

B. Competitive advantages (slides 2–7): Evaluate your company’s competitive advantages. i. Summarize the unique skill sets, products, location, and values of your company. ii. Use Porter’s five forces to analyze your company’s competitiveness and growth potential in its industry. Assign a rating to your company for each of Porter’s five forces as very high (VH), high (H), low (L), or very low (VL).

Justify your ratings. iii. Area of opportunity (slides 8–9): Identify one area of opportunity that will help your company increase its revenue or market share over the next five years. Explain how this opportunity can lead to an increase in revenue or market share. Guidelines for Submission Create a PowerPoint presentation with 9–12 slides. Sources should be cited according to APA style.

Paper for above instructions

Leadership Analysis and Development Strategy for Eduardo

Understanding Eduardo's Leadership Challenges

Eduardo's transition from an individual contributor to managerial responsibility has exposed several detrimental leadership traits that potentially undermine the effectiveness of his team. His intelligence and ability to arrive at solutions quickly may serve as strengths in high-pressure scenarios, but they also lead to premature implementations that alienate his team. The feedback suggests Eduardo's approach is characterized by a lack of patience, a tendency to bypass team collaboration, and an inclination toward authoritarianism. These traits result in diminished morale, insecurity among employees, and could jeopardize the overall organizational performance.

Competencies for Development

1. Strategic Thinking

Eduardo's rapid solution implementation suggests a deficiency in strategic thinking. He often acts independently without considering the broader organizational context or adequately involving team members (Kahane, 2017). By enhancing his strategic mindset, he could create solutions that better align with organizational goals and leverage team insights.

2. Emotional Intelligence

Emotional intelligence is crucial for understanding and managing his emotions and recognizing their impact on others (Goleman, 1995). Eduardo’s purported “professional arrogance” and communication failures indicate a lack of awareness and regulation of his emotional trigger points. Developing this competency could help cultivate a more collaborative team atmosphere.

3. Communication Skills

While Eduardo's intelligence allows him to diagnose issues quickly, his communication skills need enhancement to articulate his vision and encourage feedback (Megginson & Whitaker, 2003). Improving these skills would help him better connect with his teams and facilitate open dialogue, fostering a culture of inclusivity.

4. Team Engagement

As noted in the feedback, Eduardo misses opportunities to rally his team around a shared vision. By developing competencies in team engagement, he can learn to motivate and inspire employees instead of alienating them. This could involve soliciting their input and genuinely valuing their contributions (Katzenbach & Smith, 1993).

5. Mentorship

To develop future leaders, Eduardo needs to cultivate mentorship skills rather than only providing solutions. Effective mentorship encourages team members to grow their skills autonomously (Clutterbuck, 2011). This transitional approach from prescriptive to supportive leadership can foster a stronger sense of belonging and competence among his team members.

Recommended Action Items for Leadership Development

Action Item 1: Training in Emotional Intelligence

Eduardo should participate in training sessions focused on enhancing emotional intelligence. Workshops led by professionals such as Daniel Goleman can be beneficial, combining both theoretical and practical perspectives.

Expected Outcome:

Increasing his emotional intelligence will allow him to better manage his responses to team dynamics, demonstrating empathy and responsiveness rather than frustration. This growth will help to build trust, mitigate adversarial relationships, and foster a more psychologically safe work environment (Goleman, 1995; Boyatzis, 2006).

Action Item 2: Structured Feedback Mechanisms

Implementing structured feedback mechanisms, such as regular team meetings or anonymous surveys, can provide Eduardo with diverse insights and actively involve team members in decision-making processes.

Expected Outcome:

This approach encourages open communication, giving Eduardo a clearer understanding of his team’s perspectives and fortifying his leadership with data-informed decisions. It also promotes a culture of collaboration and partnership (London, 2003), which could significantly alleviate issues of frustration and disconnect.

Strategy Utilizing the Flywheel Effect

Jim Collins’s flywheel effect emphasizes the cumulative impact of consistent small actions on long-term transformation (Collins, 2001). Eduardo can apply this principle by focusing on key tasks that build momentum within his leadership practice.

1. Regular Vision Sharing

Eduardo should make it a priority to regularly communicate and share the organization's vision with his team. Consistent updates about indices of success can help instill a sense of purpose.

2. Celebrating Small Wins

Identifying and celebrating incremental improvements or team achievements reinforces a culture of appreciation. Implementing employee recognition programs would also promote shared values and commitment to organizational goals (Kahn & Heaphy, 2014).

3. Soliciting Feedback and Input

Eduardo can establish regular feedback loops whereby team members present their ideas or solutions, fostering a more participative leadership model.

4. Creating Learning Opportunities

By pairing team members to mentor one another, Eduardo can develop a collaborative learning environment. This establishes stronger connections among employees while promoting competence and accountability.

5. Regular Check-ins for Team Morale

Scheduling regular check-in sessions facilitates ongoing conversation about challenges and achievements within the team, demonstrating that leadership is concerned about employee well-being and satisfaction.

Conclusion

Eduardo’s leadership style necessitates a fundamental shift from individual problem-solving towards a more collaborative and inclusive approach. By fostering emotional intelligence, effective communication, and strategic thinking, Eduardo can transform his leadership style into one that inspires confidence and engagement among his team. The flywheel effect provides an actionable framework for gradual yet sustainable change, ensuring that Eduardo's leadership evolves in a manner that aligns with both professional and organizational growth objectives.

References

- Boyatzis, R. E. (2006). An overview of the use of emotional intelligence in the workplace. The Emotional Intelligence Network.
- Clutterbuck, D. (2011). Everyone Needs a Mentor: Fostering Talent in Your Organization. London: CIPD Publishing.
- Collins, J. (2001). Good to Great: Why Some Companies Make the Leap... and Others Don't. New York: HarperBusiness.
- Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
- Kahane, A. (2017). Collaborating with the Enemy: How to Work with People You Don't Agree With or Like or Trust. Berrett-Koehler Publishers.
- Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. New York: HarperBusiness.
- Kahn, W. A., & Heaphy, E. D. (2014). Relational Contexts of Well-Being: Emotional Support and Strain in Work Relationships. International Journal of Wellbeing, 4(3), 1-15.
- London, M. (2003). Leadership Development: Paths to Self-Insight and Personal Growth. New York: Routledge.
- Megginson, D., & Whitaker, V. (2003). Continuous Professional Development: A Guide for Teachers and Trainers. London: Kogan Page.