DB FPX 8610 Assessment 2 Evidence For Gap In Practice

DB FPX 8610 Assessment 2 Evidence For Gap In Practice

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Capella university

DB-FPX8610 Leadership Theory and Practice

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Specific Business Problem

Business is complex and involves aspects that should be considered and evaluated. To analyze appropriately, the business story selected was Kensington Auto Parts. After thorough evaluation of the business story, it is clear that the business problem is that Kensington Auto Parts lost 3% of its market share due to industry competition, operational and supply chain inefficiencies, floundering growth and innovation strategies, poor strategic planning and execution, and ineffective leadership practices.

Gap In Practice

The gap in practice that has been considered is the CEO of Kensington Auto Parts lacks emotional intelligence, employee engagement, automotive industry experience, and leadership skills.

Why The Specific Gap In Practice Was Chosen

The gap in practice was chosen because it specifies the reason why the problem persists. Several executive leaders of Kensington Auto Parts are against the CEO’s refusal to implement beneficial changes within the organization. The lack of recruiting younger, industry-educated, and lower-paid workers to replace employees nearing retirement affects staffing costs. Additionally, the refusal to remove obsolete programming and implement a digital transformation hinders the hiring of younger employees who want to work with up-to-date organizational technology. The organization has suffered a loss as frontline operation staff were placed in supervisory positions without proper training, resulting in unnecessary expenses and increased company risks.

There is a lack of employee engagement which significantly impacts financial well-being. The CEO of Kensington Auto Parts ignores the concerns of executive members and disregards present warning signs. The CEO fails to implement changes and opts to continue operating in a manner that causes mishaps for the organization. Extensive research provided several resources that justified the chosen gap in practice as the focal point of this analysis. Two key resources were particularly important in considering the gap in practice.

Research and Effectiveness of Chosen Gap in Practice

The gap in practice focuses on the lack of emotional intelligence, leadership skills, and employee engagement. The ability to connect emotionally with employees is essential for leadership effectiveness. A leader’s emotional connection with employees impacts engagement and organizational productivity. Leaders benefit from a high level of emotional intelligence. Connecting with employees on a personal level, unlocking motivations, and seeking to understand their perspectives encourages the development of emotional intelligence and leadership effectiveness (Thompkins, 2020). The lack of leadership skills and industry expertise is another gap in practice.

Research has shown that leadership skills are crucial for the success and functioning of an organization, both presently and in the future. A leadership gap can result from a lack of mastery of required competencies and focus on necessary skills. This gap can be problematic in high-priority and high-stake areas when leadership cannot manage change, inspire commitment, lead employees, take initiative, build collaborative relationships, have a strategic perspective, knowledge of strategic planning, embrace participative management, and be quick learners, all for the purpose of organizational productivity (Center for Creative Leadership, 2020).

Project of Interest

Recognizing and determining the difference between an employee’s position and the needs that could help with effective problem-solving is crucial. To identify a project of interest that focuses on organizational needs, it is important for leadership to determine what employees need, which could better help understand and meet their needs (Financial and Administrative Services, n.d.). One of the problems addressed in the business story and identified within the gap in practice was ineffective leadership practices.

Observations within my workplace show ineffective leadership practices, such as improper recording of company statistics, affecting the financials for the fiscal year. It has been reported that multiple employees responsible for recording fiscal year financials have made numerous mistakes, impacting the organization’s budget requirements. Management and supervision have failed to monitor and assess the recording process and implement training mechanisms to ensure quality statistical reporting. Addressing this need is crucial to rectifying statistical accuracy issues and enhancing reporting productivity through effective training by management.

Personal Biases

Personal biases focus on the wants of employees rather than the needs within an organization. These biases interfere with essential needs that must be met. Personal biases reflect individual thoughts and opinions, which are irrelevant in determining organizational needs. How a person feels about a situation does not rectify organizational issues nor produce essential plans for leadership growth. Removing personal biases allows leaders to acknowledge and properly address issues.

Reflection

This assessment enlightened me on how to read through a business story, assess the business problem in detail, and develop a gap in practice that aligns with the business problem. I learned to provide specific reasoning for the chosen gap in practice and how effective it is to conduct extensive research to justify the chosen gap and determine a solution to the problem.

References

Center for Creative Leadership. (2020, December 4). The leadership gap: How to fix what your organization lacks. Center for Creative Leadership. https://www.ccl.org/articles/leading-effectively-articles/leadership-gap-what-you-still-need/

Financial and Administrative Services. (2022). Problem-solving information and tips. https://hr.utexas.edu/current/services/problem-solving

DB FPX 8610 Assessment 2 Evidence For Gap In Practice

Thompkins, S. (2020, June 25). Emotional intelligence and leadership effectiveness: Bringing out the best. Center for Creative Leadership. https://www.ccl.org/articles/leading-effectively-articles/emotional-intelligence-and-leadership-effectiveness/

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