DB FPX 8610 Assessment 2 Evidence For Gap In Practice DB-FPX 8610 Leadership Theory and Practice

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Specific Business Problem

Business operations are inherently complex, requiring comprehensive consideration and evaluation. The selected case study focuses on Kensington Auto Parts. Following a detailed analysis, it has been identified that the core business issue is the company’s loss of 3% market share due to heightened industry competition, operational and supply chain inefficiencies, stagnating growth and innovation strategies, suboptimal strategic planning and execution, and ineffective leadership practices.

Gap in Practice

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

Why the Specific Gap in Practice Was Chosen

This gap was chosen as it underlines the root cause of the persisting problems. Several executive leaders at Kensington Auto Parts oppose the CEO’s reluctance to implement beneficial organizational changes. The failure to recruit younger, industry-educated, and lower-paid workers to replace retiring employees is impacting staffing costs. Additionally, the CEO’s refusal to eliminate outdated programming and pursue digital transformation deters younger employees who prefer working with modern technology. The organization has faced setbacks as frontline operational staff were promoted to supervisory roles without proper training, leading to unnecessary expenses and increased company risks.

The lack of employee engagement significantly affects the company’s financial health. The CEO ignores executive members’ concerns and present warning signs, failing to implement necessary changes and continuing practices that cause organizational mishaps. Extensive research provided multiple resources supporting the identified gap in practice as the focal point of this analysis, with two key resources being particularly critical.

Research and Effectiveness of Chosen Gap in Practice

The chosen gap in practice addresses the lack of emotional intelligence, leadership skills, and employee engagement. Emotional connection with employees is crucial for effective leadership, impacting engagement and organizational productivity. Leaders with high emotional intelligence can connect personally with employees, understand their motivations, and foster a productive work environment (Thompkins, 2020). Furthermore, the absence of leadership skills and industry expertise is a critical gap.

Research indicates that leadership skills are vital for organizational success and functionality. A leadership gap can emerge from inadequate competency mastery and a lack of focus on essential skills. This gap is particularly problematic in high-priority and high-stake areas where leadership is required to manage change, inspire commitment, lead employees, take initiative, build collaborative relationships, have a strategic perspective, embrace participative management, and be quick learners, all contributing to organizational productivity (Center for Creative Leadership, 2020).

Project of Interest

Recognizing the disparity between an employee’s role and the needs that could facilitate effective problem-solving is essential. To identify a relevant project focusing on organizational needs, leadership must determine employee needs to better understand and address them (Financial and Administrative Services, n.d.). Ineffective leadership practices, as highlighted in the business story, were a significant issue within the identified gap in practice.

Observations within my workplace reveal ineffective leadership practices, such as improper recording of company statistics, which impacts fiscal year financials. Reports indicate that several employees responsible for recording financials 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 accurate statistical reporting. Addressing this need is crucial to rectifying statistical accuracy issues and enhancing reporting productivity through effective management training.

Personal Biases

Personal biases often focus on the desires of employees rather than the organizational needs. These biases can interfere with meeting essential needs. Personal biases reflect individual thoughts and opinions, which are irrelevant in determining organizational requirements. Personal feelings about a situation do not address organizational issues or produce necessary plans for leadership development. Removing personal biases enables leaders to acknowledge and appropriately address issu