Leadership and learning for an organization that makes prosthetics.

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Scenario
You work as a director of leadership and learning for an organization that makes prosthetics. The organization has been in business
since 1999 and employs over 350 people in its Tampa, Florida, headquarters and three plant locations across the Southwest. While
the business is currently based in the United States, the organization is exploring ways to move into Canadian markets within the
next three years. This year’s employee engagement survey results for the organization show that some leadership practices are
rated lower, while some practices were rated higher. The new chief human resources officer (CHRO) met with the team to discuss
the general results. Everyone agrees that the company’s focus should be on both specific leadership development areas perceived as
strengths and on those rated as areas for improvement, primarily regarding social intelligence, emotional intelligence, and the
interpersonal skills of effective leaders.
To help this initiative, your manager, the vice president of leadership and learning, asked you to create an adaptive leadership toolkit
that can be used throughout the organization. To begin this work, you conducted a personal leadership self-assessment and turned
this into a personal development plan. Then you shared this artifact with your manager. Your manager was impressed with the
thoroughness of the personal development plan and saw value in incorporating it as an exemplar within the adaptive leadership
toolkit for use by all people leaders in the organization. After receiving such positive feedback, you moved forward with creating the
rest of the adaptive leadership toolkit.
Your manager has shared the adaptive leadership toolkit that you created with the CHRO, and it was well received. The CHRO
wants to distribute this toolkit to all leaders throughout the organization—supervisors and above—and asks you to create a
communication strategy that will help in the rollout and implementation of the adaptive leadership toolkit. For this project, you will
create that communication strategy.
Directions
Overview: In this part of the communication strategy, you will summarize the business problems the organization is currently
experiencing and provide an overview of trends from your analysis. You will also explain how a personal development plan and
adaptive leadership toolkit can provide solutions to these challenges.
1. Summarize the business problems the organization is currently facing and describe how the personal development plan and
adaptive leadership toolkit will address them.
a. Why was the personal development plan created?
b. Why was the adaptive leadership toolkit developed?
2. Summarize trends in leadership strengths observed in your analysis of the employee satisfaction survey and describe how
they relate to the leadership skills and behaviors included in the adaptive leadership toolkit.
a. In which areas did leadership score well?
b. How did your analysis help to inform skills and behaviors included in the adaptive leadership toolkit?

Sample Solution

he other targets (Kyoto, Kokura, and Nagasaki) were 100 miles away. Flying a B-29 and carrying a 5 ton bomb was already enough work. Hiroshima was finally chosen. Putting a bomb in the middle of Hiroshima would destroy the entirety of the city. Hiroshima was chosen also because of it’s factories and facilities.

After 6:00 a.m, the atomic bomb was fully secured and armed. At 7:00 a.m, the Japanese radar detected one of the three planes that hovered over Hiroshima on the same day as the bombing and informed Hiroshima citizens. The plane had circled around Hiroshima but there were no signs of bombers so citizens quickly dismissed it and started their daily work. By 7:25, Enola Gay was finally cruising over Hiroshima. Enola Gay was 26,000 feet above ground and by 8:00 a.m, the Japanese radar had detected something again. It was the B-29 bomb heading towards Hiroshima. Radio stations were alerted and casted a warning for people to take shelter but many people ignored the warning. The crew at 8:09 had received a message from one of the three planes that weather was nice enough to be dropped.

At 8:14 a.m, the B-29 bomb is dropped over the city of Hiroshima and at 8:15, Little Boy exploded. The atomic bomb exploded 1,900 feet above the center of Hiroshima and immediately kills thousands of people and injuring 100,000 people or more. Crew members of Enola Gay had witnessed seeing a column of smoke rising and intense fire. The temperature of the bomb was estimated to be over a million degrees Celsius which erupted the surrounding air. It formed a fireball 840 feet in diameter. In less than a second, the fireball had expanded to 900 feet. The wave shattered windows 10 miles away and the heat was felt as far away as 37 miles. Eyewitnesses who were more than 5 miles away from the atomic bombing said that the brightness had exceeded the sun 10 times.

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