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8-1 Discussion: Using Data to Make Decisions
Please response to main post and two student post.
What is the role of assessment in leadership? How should a leader use data to make decisions? Discuss how data can be misused in the name of effective leadership. In your response posts, provide examples of how you might modify your leadership style and strategy based on research and performance metrics data. Engage your peers with questions.
To complete this assignment, review the Discussion Rubric document.
Student #1–8-1 Discussion –Makayla H.- posted Feb 20, 2022 4:33 PM
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The role of assessment in leadership can be very important. An assessment can benefit leadership because it can determine what the company is doing right or wrong and if the leadership is effective. There are five key steps in the operational assessment process. The first step is to gather information. This will help the leader understand the organization’s operations, strategy, strengths and weaknesses. The second step is to get feedback. Feedback can be achieved through interviews, focus groups, surveys, and workshops. Having feedback from everyone in the organization is important to seeing what is and is not working. The third step is to build a consensus. This step involves holding a meeting with stakeholders to formulate a consensus on the strengths and weaknesses of the organization. It can also help determine long-term goals. The fourth step is to create an action plan. This involves determining what needs improvement so that the organization can meet its objectives. The final step is to monitor performance. This involves making sure the organization is being consistent with meeting its goals and identifying any issues in the plan and ways to help in areas of need (Jarousse, 2012).
A leader should use data to make decisions to help their organization meet its goals. The leader can take the data and determine what is and is not working within the company. If the organization is struggling in a certain area, the leader can use the data to determine what changes can be made to improve that area. On the other hand, data can be misused even through effective leadership. Data can be used unethically, by asking questions that are not suited for the organization. An effective leader may think they are being ethical, but they actually may not be.
References
Jarousse, L. A. (2012). Operational assessment in strategic planning. H&HN Hospitals & Health Networks, 86(11). https://eds-p-ebscohost-com.ezproxy.snhu.edu/eds/pdfviewer/pdfviewer?vid=1&sid=72e07f78-c468-4d17-a050-6bfe278cd335%40redis
Student #2—-Using Data to Make Decisions -Veronica H.- posted Feb 21, 2022 9:53 AM
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What is the role of assessment in leadership?
There are a variety of ways in which leaders may use assessments and assessment tools to aid in their leadership practices and strategies.
For example, a leader may utilize personality assessments in hopes to gain additional insight into a prospective employee. These personality assessments offer information, or data catered to the individual who completed the assessment. Personality tests may inform leaders if a candidate is going to positive addition to their organization and characteristic traits like friendliness, outgoingness, agreeableness, shyness, and more.
How should a leader use data to make decisions?
McAfee & Brynjolfsson (2012) share that not all companies are embracing the utilization of data-driven decision-making. However, the more companies characterized themselves as data-driven, the better they performed on measures of financial and operational results (McAfee & Brynjolfsson, 2012).
Furthermore, a critical aspect of big data is its influence on how decisions are made and who gets to make these decisions. When data is limited, expensive to obtain, or not available in digital form, usually well-placed people make decisions due to their experience (McAfee, Brynjolfsson, 2012).
McAfee & Brynjolfsson (2012) share that colossal decisions, individuals who are typically high up in the organization are brought in because of their expertise and track records. In addition, it is mentioned that many of the big data communities maintain that companies default to their significant decision-making by relying on a HiPPO, better commonly known as, the highest-paid person’s opinion (McAfee & Brynjolfsson, 2012).
Leaders may begin asking themselves a few critical questions when interpreting data. First, leaders may ask themselves “What does the data say?” and “Where did the data come from?” These two questions are critical when attempting to understand data because one must know that the data is reliable for it to be effective.
Furthermore, when interpreting data, is it important for individuals to understand the assessment that may have collected the data initially. If a leader can understand the assessment, they have a better overall understanding of what exactly the assessment aims to measure, and if it did so accurately.
McAfee & Brynjolfsson (2012) discuss the importance of statistics, but many of the key techniques for using and understanding big data is very rarely taught in statistics courses.
For example, organizations may administer an assessment that measures their employees’ productivity and performance. Leaders of the organization must develop a foundational understanding of the assessment to comprehend the data collected and if employees are not performing to job level.
How can data be misused in the name of effective leadership?
McAfee & Brynjolfsson (2012) share that senior executives who are data-driven are capable of overriding their own beliefs when the data will not agree with their preconceived opinion.
However, in today’s business world, many executives are relying too heavily on experience and intuition and not nearly as much on real, authentic data (McAfee & Brynjolfsson, 2012).
If an organization wishes to implement big data effectively, leadership teams must establish a clear set of goals, define what success looks like, and start the process by asking the right questions (McAfee & Brynjolfsson, 2012).
Reference:
McAfee, A. & Brynjolfsson, E. (2012). Big data: The management revolution. Harvard Business Review.