Competency In this project, you will demonstrate your mastery of the following competencies: Craft a communication strategy for internal and external audiences Leverage internal and external intelligence to inform decision making Develop an adaptable le

Alexander, Apanyin SNHU June 23, 2021

MBA 530 Adaptive Leadership Toolkit Template

Recommended Leadership Competencies (Milestone One)

Social intelligence

Sharing a compelling vision with team members

Friendly, showing kindness and warmth

Articulate

Self-confident

Leadership Competencies Most Critical to Success

Empathetic

Sharing a compelling vision

Being visionary

Inclusiveness

Applying Leadership Competencies to Improve Organizational Performance

Current State Where are you now?	I maintain a friendly working relationship with followers. I let followers know what I expected of them I listed receptively to followers’ ideas and suggestions I ask suggestion from followers regarding how to carry out assignment. My current leadership style can be described as servant leadership style because I tend to engage followers in all decision-making activities as well as listen to their ideas and perspectives. However, one of the areas that I need to improve is to be able to help and motivate followers to overcome problems that stop them from carrying out their tasks.
Desired State Where would you like to be?	My desired future state is to be able to combine traits of servant leadership style with transformational leadership traits. I want to be an all-round leader possessing the positive traits of different leadership traits. To be able to help followers to overcome problems that stop them from carrying out their tasks. To be able to inform followers about what needs to be done and how it needs to be done. To effectively set challenging goals for followers to attain and strictly adhere to the set deadline.
Identified Gap Difference between desired state and current state	Gaps identified between current state and the desired state is that I tend to be so friendly to followers making it hard to impose strict rules on them. Lack of flexibility and show that I have doubts about followers’ ability to meet most objectives. This shows that I lack trust in my followers, a trait that I would want to improve.
Action Plan Steps to close gap	To close the gaps existing between desired state and current state is work on developing leadership competencies that I do not possess. The specific goal is to be an all-round leader with a combination of leadership traits across all different leadership styles. This will be measured by the leadership traits assessment questionnaire. The goal is achievable since I have time and resources to develop leadership traits that need improvement. The goal is within the reach, given time and relevant resources, such as financial support to enroll for leadership training, I will be able to attain the goal in one year.

Executive summary

Understanding leadership competencies and areas that need improvement is critical to develop to an all-around paper. This paper seeks to analyze my leadership competencies by comparing my current leadership state and desired future state to identify gaps and areas for improvement. The paper also offers an action plan on how to address the gaps.

The adaptive leadership toolkit is divided into four critical sections that help break down my leadership style effectiveness. The first section is the current state, which aims at analyzing my current leadership style by pointing out areas of strengths as depicted in the leadership traits assessment survey. This section captures positive traits as shown in the survey question. Questions with a positive rating of 6 depicted my core leadership traits. A leader with high current positive rating can relate well with the followers. He or she consults the followers before making an important decision that would affect the group. Furthermore, a leader with positive rating portrays traits of honest, inclusiveness, integrity, visionary and trustworthy, and followers are more likely to be motivated to work under such a leader. An organizational leader’s current behavior that resulted in a lower than acceptable rating would be defined as a leadership style where the leader is in control of the team, he or she does not empathize with team members and takes all the decisions in his hands without consulting anyone.

The second section of the adaptive leadership toolkit is desired future state. This section outlines what traits a leader wants to possess in the future. It is a summary of what a leader wants to be in the future to be effective and an all-round leader. From the leadership behavior assessment survey, the desired future state includes survey questions with lower positive ratings that require improvement in the future. For instance, if a question like “I inform followers about what needs to be done and how it needs to be done” has a lower positive rating, then a leader must desire to score a higher positive rating on the same question in the future. This means that a leader will work on improving traits and behaviors that help him to be able to inform followers regarding what needs to be done and how it needs to be done.

The third section is the identified gaps between current state and desired state. This refers to the leadership traits and behaviors that a leader wished to have. By identifying areas where a leader does not exhibit the effective leadership behavior and traits, he or she is able to evaluate his or her leadership style and areas that need improvement.

The last step is the action plan. Actions that a leader would take to address the identified gaps. The rational of the adaptive leadership toolkit is that it helps a leader to evaluate his or her leadership style and address any weaknesses in his or her leadership style. The rationale used to select the leadership behaviors identified in the toolkit aims at helping employees to apply their assessment results to improve their leadership styles.