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3-2 Milestone One: Leadership Core Competencies

Leading People & Organizations

Shannon Roche

Southern New Hampshire University

Professor Christine Mansfield

May 27, 2021

Leadership Core Competencies

The success of every company or organization solely depends on the level of leadership

competencies that reigns amidst both the subordinate and senior employees. Thus, the key

leadership competencies have always proved to be the foundation of success in the

organizations’ endeavors, lest the organizations fail in achieving both their objectives and goals.

According to the leadership circle self-assessment result of the respective company attached,

there is evidence that the company has been in the brinks of failure since the feedback received is

all negative; thus, an indication that there ought to be some thorough evaluation and

advancement of the right leadership competencies that would help make the company make

improvement in its operations. Thus, there are several leadership core competencies that prove to

be worthy in ensuring that there is guaranteed development and improvement in the operations of

the company. Such core competencies encompass both the creative and reactive.

Creative Competency

The top half of the core leadership competencies’ quadrant holds the creative

competencies that are required for the smooth and successful operation of an organization.

However, it is a further subsection into both the inner and outer creative competencies.

According to the survey results shown for this company, the need to work extra hard in ensuring

that the creative competencies are rejuvenated and brought back into place. Thus, the creative

leadership competencies always measure the significant leadership behavior within an

organization.

Inner Creative Leadership Circle

Based on this company’s survey results, it seems like relating is the most appropriate

inner creative leadership competency that is critical for their overall success. Indeed, the way
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through which employees relate to one another in the workplace always determines the cause

that the company could take. Thus, good relations always prove to be a guarantee of success in

many organizations; thus, there is always a possibility of failure in organizations where

employees do not embrace good relations. According to the representational survey results of

this company, the feedbacks prove to be evidence of how the team does not embrace good

relations.

In fact, it is through the feedback that it shows how these employees have poor relations

amidst themselves, something that has led to poor performance. According to several research,

the capability of a leader to relate with others is always of significance in every work

environment (Reams et al., 2020). Thus, the relations should always be in ways that would bring

the best out of all individuals at the workplace. According to the provide employee survey

results, it is evident that the organization has been suffering from poor relations between its

leaders and employees. For instance, supervisors never talk to subordinate employees regarding

the development and training goals. Thus, it is evident how such communications tend to have

ceased in comparison to the last four years. According to the survey, there were higher chances

of supervisors communicating freely with the other employees regarding what needs to be done

for inter-personal development ad improvement. However, such relations tend to have narrowed

down with time to an extent where there would be no free talks and communication between

employees and their supervisors.

Relating as an inner creative leadership competency dictates team play that ought to get

fostered amidst the members of a given workforce. However, teamwork is one crucial

component of good relations that is missing in this organization. Another component of relating

is mentoring and development that would improve the productivity of employees. However, one
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of the feedbacks in the survey results states that the rate and habit of mentoring employees for

their development is an act that is extinct since there is a decrease in the rate while making

comparisons over the years. Caring connection is another vital component of rating that

guarantees productivity in organizations. Therefore, any company that lacks a caring connection

amongst its employee always post poor results over time. Thus, there is evidence I how caring

connection is a lacking component in this organization, following how the component shows that

employees no longer care about their fellows. In fact, the feedback shows that, over time,

employees have rested to minding their own businesses every time they are at work.

Competencies from the Outer Circle that Associates with Relating

The two major competencies from the outer circle, associating with relating, are

mentoring ad development together with fostering team play. On mentoring and development,

individuals should possess the ability to develop colleagues by giving proper mentorship

sessions, something that would guarantee proper growth, both professionally and personally;

besides, it shall enhance relationships between individuals. Besides, fostering team play is

another significant outer competency that enhances the relations between individuals since it

enhances unity and togetherness.

Reactive Competency

The bottom half of the quadrant comprises the reactive core leadership competencies that

are as well significant for the wellbeing of an organization. Like creative competency, on the

upper quadrant, reactive competency also entails both the inner and outer leadership circles.

Besides, both the inner and outer circles correlate in a manner that works to the advantage of an

organization.

Inner Reactive Leadership Circle

The prototype organization, basing arguments on the survey results, proves to be lacking

in reactive leaders since both the employees and supervisors lack the skills that deserve the

qualities of reactive leadership. According to reactive leadership, individuals must not solely

depend on certain pre-laid plans to handle problems that arise in an organization (Reams et al.,

2020). However, reactive leaders have the capability of handling problems without necessarily

depending on strategies that had been set in place. According to the survey results given, the

company seems to be lacking in reactive leaderships since no individuals are in a position to deal

with problems as they arise without the pre-planned strategies.

Controlling is one of the core inner leadership competencies that is lacking in this

organization since there is no clear measure of personal worth and employees. Controlling is the

measure of how far employees possess personal worth through how they take on tasks and their

personal achievements. Referring to the results portrayed by the survey, controlling is an inner

leadership component that is totally missing in the organization regarding how the measure of

employees’ personal growth is minimal through the tasks that they have accomplished.

Controlling, as an inner aspect, is always evident through how employees do their tasks with

drive and ambition; plus, they should have a target of attaining flawless performance.

Competencies from the Outer Circle that Associates with Controlling

The competencies associate with Controlling from the outer circle include ambition and

perfection; the two always complement the controlling nature that is required for the success of

an organization. First, the act of perfectionism shows how controlling an individual is in nature,

where he works tirelessly to attain flawless performance. It is the drive for perfection that would

make an individual always be at the ready of dealing with any problem without depending on

standards that had been set before. Besides, ambition proves to be an outer aspect that
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compliments controlling; since there is no way an individual can possess a controlling nature

without ambition.
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Reference

Reams, J., Fikse, C., & Ness, O. (2020). Leadership Development Laboratory. In Maturing

Leadership: How Adult Development Impacts Leadership. Emerald Publishing Limited.

Anderson R. J., & Adams W. A. (2019). Scaling Leadership. [VitalSource Bookshelf]. Retrieved

from https://online.vitalsource.com/#/books/9781119538301/