Mba 6322 – Leadership in Supply Chain Management
MBA 6322 – Leadership in Supply Chain Management
November 13, 2017
Professor (Ray) Qing Cao
SLPI Analysis Report
The Student LPI lets students accurately measure their leadership skills and take action to improve their effectiveness as leaders. It is an essential tool to help you gain perspective on how you see yourself as a leader, how others view you, and what actions you can take to improve your use of The Five Practices. The five practices are Model the way, Inspire, Challenge the process, Enable, and Encourage the heart. I have requested a total of 9 observers to rate me, and all of them conducted the analysis and submitted. The purpose of this paper is to compare their ratings to my self-rating.
Leader versus Observer Rating Comparison
I immediately notice 3-5-point difference on 4 out of 5 of the five practices. I rated myself high on all of the five practices. I consider myself to be optimal in all five categories. For example, at my current job I am team lead over the shipping and receiving department. I “Model the Way” every single day by maintaining high production levels, taking pride in my job, providing effective guidance as needed, and helping other department when necessary. I am always the first to report to work and the last to leave. I “Inspire a Shared Vision” by effortlessly communicating the company’s mission statement and how it pertains to our department. I have been rewarded with the C1-Award, which is only awarded to 2 people out of 500+ employees. I constantly “Challenge our current processes” with the kaizen approach. Kaizen means continuous improvement. I have submitted over 2 dozen kaizens within the last year to help improve the weak areas of our current processes.
On the “Enable Other to Act” I may have not considered how much I like to be hands on when it comes to company projects. At times it’s hard to get other team members engaged in a task or perform a job duty because I take over and make them feel incompetent. This is not intentional, I found it hard to delegate sometimes. Especially when upper management is involved. For example, our annual inventory is conducted in February every year. Last year a single prepped the entire warehouse for inventory. My team members were fairly new at the time, and I didn’t want to risk an unnecessary error. Reflecting back this would have been a great opportunity to get them involved and enabled them act.
I consider myself to be a people person. It doesn’t take much for me to proactively reach out and get to know someone. I encourage the heart by being advocate for random acts of kindness. I make a point to put a smile each and every one of my coworkers faces. Sometimes it comes off as pesky, but eventually I win them over. At work I bounce between inspiration and persuasive style to get through to my team members. I found these approaches to beneficial to productivity and work atmosphere. For example, I always tell my coworkers how important they are, and how our contributions make a difference. Pulling the correct parts on time and efficiently cuts down cost on time billed to the customer. It also keeps the inventory discrepancies low, which save the company money from inventory loss.