ashfordalum
Need help with synthesizing the past and current literature to…
Need help with synthesizing the past and current literature to address the business problem and gap in practice below
Business Problem and Gap in Practice
With headquarters in St. Louis, Missouri, Kensington Auto Parts was founded in 1978 by the grandfather of the company’s current CEO, Kensington Perry. It began with 20 employees and has grown to over 82,000, generating $10.2 million in gross sales. The company lost 3% of its market share during the previous year due to several factors, including industry competition, operations, supply chain inefficiencies, inadequate strategic planning and execution, and ineffective leadership practices. The company’s failure to invest in employee development has resulted in a perpetual turnover of younger talent and an increase in overall workforce turnover. In addition, Kensington has yet to build international marketing alliances, resulting in a decline in market share as the company’s competitors enter more international markets. The company has yet to invest in the training or development of its employees and has been unable to forge any connections with international business partners. This is a fault in the company’s business practices. As a direct consequence, the company’s market share has shrunk due to the expansion of the competition into worldwide markets.
Current Literature
In order to provide support for this work, it is necessary to identify relevant prior as well as current literature. This literature may have been written in the past, or it may have been reported recently. With the current literature, providing new skills and development for newly promoted or aspiring leaders is crucial for them to be successful and for the company to capitalize on their talents. First, the literature identifies that newly promoted leaders need a solid foundation built on trust, transparency, honest communication, self-discipline, unbiased behavior, and a positive outlook is required to become successful managers (Raulgaonkar, 2021). In addition, the manager needs to be a quick thinker, a good listener, and able to direct the team to maintain focus on the team’s objectives (Raulgaonkar, 2021). So the organization will need to create a safe enirmeont and provide time for new leaders can practice and apply these skills in order for them to apply them in their leadership roles.
The literature also indicates that new leaders’ interpersonal orientation, power motive, regulatory focus, and organizational expectations influence their perceptions of authority use (London & Sherman, 2021). Individual leaders, particularly new leaders, develop their leadership style as they take on new responsibilities and combine this style into their sense of who they are as a leader. This work focuses on interventions to facilitate the transition of emerging leaders into leadership roles, such as training and coaching, which can help them adapt and prosper. The degree to which new leaders are praised for repeating positive patterns of behavior helps to lay the groundwork for their leadership styles and gives them a sense of themselves as individuals (London & Sherman, 2021). Finally, the literature establishes that newly promoted leaders must consider using a leadership mindset when becoming newly promoted leaders. Mindsets are essential for leadership development, how opposing mindsets might inhibit individual contributors from becoming effective new managers, and how mindsets affect leadership performance. It also provides ideas to assist firms in selecting and training new managers. Mindsets are a mental lens through which people encode and arrange information to make sense of their situation, impacting their actions and responses (Crane, 2022). The attitudes of effective leadership can be at odds with individual contributors, making a move to a leadership position difficult. However, specific cognitions produce psychological and emotional resources that enable leaders to traverse organizational and relational tensions, contradictions, and interdependencies to generate value (Crane, 2022).
Past Literature
With past literature, new leader development is focused on providing skills that would be relevant to their experience as a leader and focuses more on tasks that would need to be completed in the role of a leader. Leaders are expected to be equipped with the administrative skills of human resource management, the practical technique of financial management, the skills of dealing with legal issues regarding s management, and the competencies of leadership (Ng & Szeto, 2016). This calls out that leaders need to be prepared and provide the training that they need to develop these skills before they step into the role.
Staying with the theme of providing them with experience and skills from their past literature provides the importance of managers becoming sustainably within their organization. Sustainability issues necessitate the development of new leadership abilities and traits. The interconnection of economic, environmental, and social objectives at the core of sustainability necessitates a comprehensive understanding of a business’s role in society. As a result of the frequent tensions involved, these problems have important ramifications for executives tasked with determining the strategic path of their organizations in response (Haney et al., 2018).
Finally, agility is also targeted in past literature needed for new leaders to be successful. Identifying and creating agile leaders requires strategic thinking, strategy development, technical assistance, political awareness, and a change-driven mindset. To assess learning agility formally or informally, consider how the individual deals with complex concepts, how multifaceted their perspective is, how they interact with challenging individuals, how quickly they learn and adapt, and how easily they could transition to a new function. (Swisher, 2013). The most critical information in this work is that future leaders must be superior to their predecessors since the difficulties are more extensive, the speed is faster, the competition is fiercer, and the market is becoming increasingly worldwide (Swisher, 2013). Companies emphasize current and past performance too much to indicate a leader’s future performance. However, the traditional career ladder climb is becoming obsolete. Job success today and in the future will depend on navigating the unfamiliar, the ambiguous, and the complex (Swisher, 2013).
References
Crane, B. (2022). Leadership mindsets: Why new managers fail and what to do about it. Business Horizons, 65(4), 447-455. https://doi.org/10.1016/j.bushor.2021.05.005
Haney, A. B., Pope, J., & Arden, Z. (2018). Making It Personal: Developing Sustainability Leaders in Business. Organization & Environment, 33(2), 155-174. https://doi.org/10.1177/108602661880620
London, M., & Sherman, G. D. (2021). Becoming a leader: Emergence of leadership style and identity. Human Resource Development Review, 20(3), 322-344. https://doi.org/10.1177/1534484321100963
Ng, S., & Szeto, S. E. (2016). Preparing school leaders: The professional development needs of newly appointed principals. Educational Management, Administration & Leadership, 44(4), 540-557. https://doi.org/10.1177/174114321456476
Raulgaonkar, H. (2021). The success of the ‘first-time first-line manager’: Model development and validation: Version 1; peer review: 1 approved. Emerald Open Research, https://doi.org/10.35241/emeraldopenres.14212.1
Swisher, V. (2013). Learning agility: The “X” factor in identifying and developing future leaders. Industrial and Commercial Training, 45(3), 139. https://doi.org/10.1108/00197851311320540
