DB FPX 8610 Assessment 2 Evidence For Gap In Practice

Name

Capella university

DB-FPX 8610 Leadership Theory and Practice

Prof. Name

Date

Specific Business Problem

Business is complex and involves aspects that should be considered and evaluated. The business story selected for analysis is Kensington Auto Parts. After thoroughly evaluating the business story, it is clear that the primary 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 considered is the CEO of Kensington Auto Parts having a lack of emotional intelligence, lack of employee engagement, and a shortage of automotive industry experience, along with insufficient leadership skills.

Why the Specific Gap in Practice Was Chosen

This gap in practice was chosen because it highlights the underlying reasons for the persisting problems. Several executive leaders of Kensington Auto Parts oppose the CEO’s refusal to implement beneficial changes within the organization. Specifically, the lack of recruiting younger, industry-educated, and lower-paid workers to replace retiring employees is a means to reduce staffing costs. Additionally, the refusal to remove obsolete programming and implement a digital transformation hinders the hiring process for younger employees who prefer to work with up-to-date organizational technology.

The organization has also suffered losses because individuals meant for frontline operations were placed in supervisory positions without proper training, resulting in unnecessary expenses and increased company risks. The lack of employee engagement significantly impacts financial well-being. The CEO consistently disregards the concerns of executive members and fails to implement necessary changes, continuing to operate in a manner detrimental to the organization. Extensive research supports the appropriateness of focusing on this gap in practice, particularly regarding emotional intelligence and leadership effectiveness.

Research and Effectiveness of Chosen Gap in Practice

Several aspects of the gap in practice focus on the lack of emotional intelligence, leadership skills, and employee engagement. Connecting emotionally with employees is essential for leadership effectiveness, as it impacts engagement and organizational productivity. Leaders benefit from a high level of emotional intelligence by connecting with employees on a personal level, unlocking motivations, and seeking to understand employees’ points of view, which encourages leadership effectiveness (Thompkins, 2020). The lack of leadership skills and industry expertise also contribute to the gap in practice. Research indicates that certain leadership skills are crucial for an organization’s success. A leadership gap can result from a lack of mastery of required competencies and insufficient focus on necessary skills. This gap is problematic in high-priority and high-stakes areas where leadership must manage change, inspire commitment, lead employees, take initiative, build collaborative relationships, have a strategic perspective, understand strategic planning, embrace participative management, and be quick learners to be productive within the organization (Center for Creative Leadership, 2020).

Project of Interest

Recognizing and determining the difference between an employee’s position and the needs which could help with effective problem-solving is vital. To identify a project of interest that focuses on the organization’s needs, leadership must determine what employees need to better understand and address these needs (Financial and Administrative Services, n.d.). One of the problems identified within the gap in practice was ineffective leadership practices. Observations within my workplace reveal that ineffective leadership practices affect the accurate recording of company statistics, impacting the financials for the fiscal year. Multiple employees responsible for financial reporting have made numerous mistakes, affecting 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 rectify statistical accuracy issues and enhance reporting productivity through effective training by management.

Personal Biases

Personal biases focus on employees’ wants rather than the organization’s needs. These biases can interfere with meeting essential organizational needs, reflecting individual thoughts and opinions irrelevant to determining organizational needs. How a person feels about a situation does not rectify organizational issues or produce plans essential for leadership growth. Removing personal biases allows leaders to acknowledge and properly address the 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 properly aligns with the business problem. I learned how to give specific reasoning for choosing the gap in practice and how conducting extensive research supports the appropriateness of this gap. This process is effective in determining 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/leadingeffectively-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/leadingeffectively-articles/emotional-intelligence-and-leadership-effectiveness/