3-1/4-1 Discussion: Adaptive Leadership Toolkit
In Module Four, review the initial posts of at least two of your peers, addressing the following “Stop/Start/Continue” feedback questions:
Stop: What are the leadership skills and behaviors the learner has selected that you recommend be stopped, i.e., not pursued? Provide the rationale as to why you believe a leadership skill, they have selected may not be the most appropriate focus area based on your review of the employee engagement survey results. If you don’t identify any leadership behavior focus area to stop, then how would you suggest one or more of the targeted leadership behavior areas be modified to better address the outcome desired?
Start: What leadership skills and behaviors do you recommend the learner add as a focus area? Provide the rationale for your recommendation as well as one to two suggested ways this leadership skill/behavior could be targeted for improvement.
Continue: For the recommendations that the learner has made that you fully agree with, provide commentary as to why you believe the selected leadership skills and behaviors area is appropriate to be addressed.
Based on the employee engagement survey, there are three leadership behaviors needed to improve the work environment. Of course, all five practices of exemplary leadership are critical to a successfully run organization. Still, particular focus needs to be placed upon the leadership behaviors listed below based upon the results of the employee survey (Kouzes & Posner, 2021):
Encourage the heart: The employees indicated that they think they are underutilized and that their supervisors don’t appreciate their work and dedication, nor do they feel valued. It is recommended that the leaders show and demonstrate genuine acts of caring, appreciation, and recognition for a job well done regularly.
Enable others to act: The employees indicate that leadership lacks communication, honesty, and trustworthiness. When leaders enable others to act through teamwork, trust, communication, and empowerment, it fosters trust and builds better relationships internally.
Model the way: The employees believe that the company is not living by its mission and vision regarding decision-making and that leadership is not trustworthy. Leadership needs to set examples by spending time with their employees, working side-by-side with them, emulating the company’s mission and vision, bringing the company values to life. Additionally, being highly visible during uncertainty and modeling appropriate behavior is essential to earning the right and the respect to lead.
The leadership skills I would recommend including in an organizational leader’s toolkit to develop the identified leadership behaviors are based upon surveys conducted by Kouzes & Posner over multiple decades. According to Kouzes & Posner (2021), the most valued leadership traits are honesty, competency, inspiration, and forward-looking. These skills listed as the most admired traits in leadership mirror the five practices of an exemplary leader and are the skills most needed to address the employee issues found in the employee survey. By implementing training to improve the leadership skills and behaviors of the company supervisors and other management, employee morale and performance will increase, enhancing organizational performance.
Kouzes, J. M., & Posner, B. Z. (2021). Leadership Challenge for Southern New Hampshire University (6th Edition). Wiley Global Education US. https://wileyplus.vitalsource.com/books/9781119850717
I would like to discuss the change in working conditions on how to build trust between employees and their supervisors, because this is one of the areas among others that needs improvement, and it lacks the most in the employee survey that was completed in module two. Employees do not believe that their supervisor is acting in a fair way which over time this could cause a disconnect between employees and their supervisor as well as the fact that the work environment could become hostile due to the lake of trust and the actions of a supervisor.
In this case I think that the key factors that cause loss of trust could be the lack of communication between employees and their supervisors that needs to be more often and more transparent with each other. If the channel of communication is blocked and there is no feedback from supervisors, it could lead to lack of interest which causes low productivity from employees. implementation of communication leadership skills would be a promising idea because this approach might help ease a better sense of trust between the employees and their supervisors. This approach needs to be start from supervisors’ side to open the line of communication that would create a better way of self-esteem which give employees comfort in being able to speak up, give or receive feedback and address any issues that can prevent them to completing a task incorrectly. Through communication, supervisors become more supportive, encouraging, and willing to listen to what the employees have to say or recommend. Creating an open environment that encourages participation and listening to innovative ideas while keeping the targeted goal in mind could create an ideal situation for all. Successful leaders inspire their employees positively and empower them to work toward common goals by communicating with them. Also, it is important that supervisors treat everyone equally and act in a just and ethical manner.
Immediately after the improvements are made, the employees’ satisfaction increases and there will not be a lack of trust between them. Instead, the picture of honesty and trust become visible in the workplace and there is no doubt that the structure of relationships and trust between supervisors and employees become stronger, work efficiency increases which contributes to higher productivity and growth for the organization. Success of supervisors is in success of their employees and success of an organization is linked to the success of supervisors and employees.
Types of Leaders. (n.d.). In Boundless Management. Retrieved from
The Qualities of a good leader, Doyle, A. Revised March 18, 2021