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Nov 24, 2024

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Summative Assignment 7002 MHR Due Date

Introduction There are several ways to lead. As the company continues to grow and evolve, it is both necessary and encouraged for new leadership styles and traits to emerge. I've experienced a wide range of company cultures, but PHP Agency's entrepreneurial attitude has most struck me. It had several leaders who accepted responsibility and led in a variety of ways. My immediate commander Jorge Pelayo, as well as his leadership style and characteristics, will be the main subjects of this essay evaluation. A corporation that is under question is PHP Agency. Some individuals believe it to be a con. Some people view it as a pivotal moment in their life. I spent the next year getting to know the business and considering some of its practices and leadership philosophies, guided by one of the agency's most successful executives. Jorge Pelayo started his career there before the firm was established. Patrick Bet-David, the company's creator, worked with Pelayo as a youngster to develop his leadership and sales skills. Pelayo generates approximately $854.7M in yearly sales and receives $90,000 in passive monthly earnings (GrowJo, 2019). Pelayo was a unique leader who handled everything. Although his role in the firm was to lead the sales department in achieving organizational goals, his leadership style invited staff members into his life in a way that may lead to complete changes in temperament and competence. At the 2019 World Congress of the PHP Agency, he saw, felt, and revealed the whole truth. His candor about the way he developed with the firm through some of its finest and worst moments was the greatest efficient show of leadership I had ever witnessed, and it continues to inspire my own developing leader behavior nowadays. For the convenience, I'll highlight three different types of traits and styles. Key leadership theories However, the personality of the leader is crucial; The employee's is also (Waldman, 2015). I would like my leader to work alongside me as an employee. Another illustration is when I observe a manager at a McDonald's or Burger King restaurant assisting with order fulfillment and trash removal in the dining area; as a customer, that says a lot. Like me, I'm confident that those who observe a leader at work are developing an excellent opinion of that leader. Because of that leader's hard work, dedication, and willingness to do the dirty work as well, people will have a positive opinion of them. Too frequently, leaders sit at their desks and yell in response to employee demands. A multitude of theories may be applied by leaders to maximize their effectiveness. I'll talk about the following three hypotheses in this essay: Model of Contingency by Fiedler In his modeling framework, Fiedler distinguishes between two basic kinds of leadership. Any leader might employ any one of these leadership philosophies, depending on the situation, to produce quite different outcomes. A list of factors is ranked from most essential to least important in Fiedler's. The first two, the clarity and conciseness of the job requirements, and the third, who is in charge and the degree of discretion is given to the innovator, are of utmost importance (Fiedler, 1971).

Additionally, he believes that your leadership style is fixed or extremely difficult to alter (Fiedler, 1971). I tend to concur with Feidler's approach based on myself. Teachers are supposed to have decided on their teaching strategy before walking into the classroom, because that is the method they'll use. I have an extremely powerful and forceful teaching style, and the audience loses control whenever a teacher's approach approaches excessively. My expectations for the kids in my classroom are very high, and they easily meet them. But when other professors fill in, they behave strangely, and positive feedback is seldom. This has one flaw: dealing with someone who is extremely sensitive, and passive can make them think I'm domineering or too forthright. The Path-Goal Theory of House varies from Fiedler's in that it emphasizes four different leadership styles and depends on more workers being motivated to follow the leader. House posits that an employee will follow the leader if there is an incentive or expectation and if they want the reward. The four types of leadership are as follows: Any of these leadership philosophies— directive, goal-oriented, participatory, or supportive—can be effective, but it all relies on the requirements of the workforce. The amount of experience, the requirements of the followers, and personality are some of the factors that can influence these styles. Something different will be required by each employee. Like a leader who takes orders very seriously; For those who lack the knowledge necessary for the task at hand, he or she may need to be an excellent communicator. This theory's strength is that it includes a greater variety of leadership styles and makes it simpler to be adaptable when change is required. Hersey and Blanchard's Situational Model The situational model developed by Hersey and Blanchard is based on four distinct groups of followers. Which identifies motivation and task skills as two variables that indicate their maturity. In this model, knowledge and desire play an important role. For their leader, information about all levels of maturation is crucial and necessary. The pioneer will be better ready to help their workers by knowing where to put them all through the association (Crawford, 2005). Leadership styles and characteristics Pelayo's initiative style is a novel combination of popularity based, delegative, and groundbreaking initiative in which he adjusts giving, persuading, and engaging his group. High levels of team member participation and group engagement in decision-making are hallmarks of democratic or participative leadership (Lumen, n.d.). Collaboration on team objectives, culture, events, and action plans demonstrated this. Even though Pelayo was a major force in the structure of the company, he was always open to other people's ideas and could draw so much insight from his successes because he wanted to grow. Weekly sales calls were one common way Pelayo welcomed participation. He provided new members of the sales team with a chance to put their own sales skills to the test while also aiding when needed with his experience. Though his goals were clear, team members had autonomy to reach the goals through their own means and the opportunity to ask for suggestions when needed. He was aware and interested in his team members’ personalities. He explained that he understood some team members would prefer action before information and others would prefer information before action. I was given the opportunity to learn and grow within the type of person that I was. He truly believed, “Alone you go fast, together you go far (Pelayo, 2015),” as commonly stated by the sales leader.

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When Pelayo utilized his delegative leadership style, team members would receive some of the best benefits of working closely with him. This was due to a hands-off, laissez-faire approach being given often at office gatherings to allow his team members to practice and perfect presentation and communication skills. Pelayo was open to sharing the floor, as he understood that this would better prepare his team members to host their own office gatherings and become better at sales. Lumen (n.d.) explains, “the delegative style is particularly appropriate for a group of highly skilled workers, and creative teams often value this kind of freedom.” Though when fresh team members entered the company, Pelayo understood to downshift to democratic, transformational, or even authoritative leadership if he sensed that this would spark the individual’s transformation. Pelayo’s displays of transformational leadership came in many forms throughout my time with the company. Pelayo was transparent. Like charismatic leaders, transformational leaders understand the importance of exceptional images, communication skills, enthusiasm, and confidence. In addition to charisma, transformational leaders further excel at getting personal through intellectual stimulation and individual consideration (Lumen, n.d.). Lumen (n.d.) explains that transformational leaders usually exhibit integrity, self-awareness, authenticity, and empathy. His sister worked alongside him in the company; and his mom would visit the office. The sales leader would often share his favorite books with us, invite team members to dinner, and ask important questions about our needs that would allow us to be better professionals. Jorge Pelayo asks, "Do we live for pleasure or for the avoidance of pain (Pelayo, 2015)?" He was not afraid to invoke thought and conversation throughout the group on matters beyond insurance sales and business goals, and this was one of the key reasons why his team succeeded. His genuine family values impacted the way he led his team and resulted in shared values and shared within the Tarzana, CA PHP office. My leadership style in comparison Under the leadership of Jorge Pelayo, I also learned much about Los Angeles County business culture and have taken away significant lessons for my own leadership style going into the future. I aspire to be as transformational as Jorge. Balancing charismatic leadership and taking personal interest in my team members will be the goal with Jorge as a reference for this. There were elements of the delegative and democratic leadership styles that I respect as well, However, I expect to be much less delegative within my future office. Jorge’s office had many six and seven-figure financial professionals that were at a point in their careers where delegation was appropriate; however, I look forward to transforming the lives of professionals not as advanced within their career. This will require more democratic leadership than delegative so that team members are not positioned to perform large tasks before they receive proper training. For example, Lumen (n.d.) explains that school children were found to be less productive and cooperative with delegative leadership style, whereas the participative style of leadership yielded the highest quality results. However, one must also be an effective leader to be a good leader. The leader must be able to manage the daily necessities of the organization. When a leader is able to carry out their responsibilities while also getting along with the people with whom they work, success is

evident. One factor that determines whether a business survives or fails is its morale. Waldman asks a query. Can a leader simultaneously be irresponsible and responsible? Later, Waldman responds positively to his own inquiry. For instance, a good and responsible leader may be able to communicate effectively and efficiently delegate responsibilities, but when it comes to motivating a team, he or she falls apart. A person's personality and leadership style will play a big role in a lot of leadership (Waldman, 2015). Environmental and social factors Jorge definitely understood that the environmental and social factors of business could change the way that he needed to present himself as a leader. For example, his highly skilled team of financial professionals allowed him to be more delegative when they were present. He would often shift into the more democratic or authoritative leadership style if communicating information to newer team members or without his team veterans in the room. There were also seasonal goals that would affect the urgency in the office. Though Jorge would maintain a transformative leadership style, it was interesting to see him adjust when deadlines became closer, and stakes became higher. Some of the most transformational moments I experienced from Jorge were during a visit to his side business and during the July 5, 2019, magnitude 7.1 earthquake in Southern California. His leadership extended to show us how he invested the money that he had earned by reaching company goals and how he would make sales pitches directly in the field. There was flexibility in his leadership style depending on the environmental and social factors. He always said that when it was time for him to speak at a conference with other leaders, he would look for the gaps in information or energy and aim to fill them during his presentation. According to Lumen (n.d.), leaders must also sense when the organization is in a time of crisis or stress, in need of change, new goals, or new direction. As factors change, “Leaders should have belief in their own actions. They should seek to develop bonds with their followers. And they must be able to communicate their messages clearly (Lumen, n.d.).” The way in which I know that environmental and social factors will affect me most is by translating these leadership styles from the West coast to my native Southern US audience. Residents of California are much different than residents in my home state of Alabama, and adjustments must be made to succeed in business with some of these same leadership styles. Transformation, democracy, delegation, and charisma work well all over the United States, but there are slight tweaks to make to be as well received by Southerners that I anticipate embracing well because I was born and raised in Alabama with training from some of the best businessmen in the country. Any aspect of leadership is essential to a team, group, or organization. As per Bierman (2016), initiative is a bit-by-bit course of how one impacts their supporters or workers to complete important errands. The organization will benefit from this by increasing drive and motivation, communication, and morale; and by establishing an organization's culture, which in turn establishes its identity. However, situational leadership theory focuses more on creating a workplace culture. Situational leadership theory doesn't force leaders to act in a certain way or lead others in a certain way. Maybe it shows them that different driving styles ought to be utilized. A different style of leadership will be required for each circumstance. A savvy chief

ought to know about various sorts of initiative styles, since they will confront different circumstances. The knowledgeable leader who has done their research will reap the benefits of being adaptable. Economic Conditions Influence Leadership Styles With recent drastic changes to the economic conditions of the United States, I anticipate that transformational leaders like Pelayo will become some of the most regarded leaders of this era. After a rough year and an active world pandemic, employees and consumers both expect leaders to be more transparent than ever. Intellectual stimulation and individual consideration will win in times of distressed economic conditions. Trend detector WGSN (2021) reports that consumers will now look for leaders to add value, promote togetherness, gain trust, and offer comfort and reassurance. Each of these goals can be achieved through transformational leadership, and I plan to commit to these characteristics as a leader. The greatest benefit of being genuine throughout an economic downshift is that customers are likely to remain loyal after the upturn for the company to continue building. This is like how the PHP Agency started on the foothills of the 2009 Great Recession and grew the business from there as a viable source of financial freedom for professionals needing multiple streams of income. Hard work, stress, and consistency through tough times are inspirational and beneficial to the leader and his team. Since the presentation of traditional leadership styles by Lewin in 1939, many additional leadership styles have been identified and researched. These new leadership styles along with Lewin’s original three have been used to explain the evolution and effects of leadership in different environmental, social, and economic conditions. Under the transformational, democratic, and delegative leadership of Jorge Pelayo, I observed leadership characteristics to apply and adapt to my own personal leadership style. These observations will assist me in gaining business success and leading teams to achieve goals comparable to the massive achievements of million-dollar-earner Jorge Pelayo with PHP Agency. He frequently referred to a saying by my previous leader." As the head goes, so does the body," he would say. Depending on the leader and their leadership style, this could be profitable or alarming, positive or negative. This means that employees will act in response to what they have witnessed or learned from others about the actions of their leaders. Here are some negative examples: First, if the leader doesn't seem to think rules are important, his or her employees will feel the same way. Second, employees won't be as committed to their jobs and responsibilities if the leader is frequently absent from the office. Finally, a profitable and encouraging illustration is when employees observe a leader's pride in their position; then, at that point, the workers will do likewise. The leader must be someone who will not always delegate their responsibilities and will check on things and the employees' performance. Conclusion Learning is a crucial component of my leadership development. Every day, education helps me grow and improve. It could come from the everyday things I do, like running meetings in

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different locations or going to leadership conferences, to which I almost always go. This kind of environment is all about expanding my knowledge of how to be a good leader and smart at work. I've also taken short courses on leadership and management at a number of different educational institutions, which help me understand everything and become the leader everyone wants. Authority is huge in each part of life, and it isn't simply any sort of administration yet great initiative. The people they lead look up to leaders as important role models. As a result, they must exhibit effective leadership qualities and be competent in their work. I must be creative and focused on achieving my objectives as a leader. Many are when I wake up and see that my work is not moving forward. I must strive to be a better version of myself each day than I was yesterday. I must push myself and ensure that I have completed a particular task if I want to be satisfied in my career. Because of the effort I put into my work, that brings me joy and satisfaction at work. I always look to the future as a leader. I don't just work for the sake of doing what needs to be done and then unplanned unwind.

References Bierman, L., Ferrell, O. C., & Ferrell, L. (2016). (Links to an external site.) Links to an external site. Management: Principles and applications, custom edition [Electronic version]. Solon, OH: Academic Media Solutions. Crawford, C.B. Brungardt, C. L., & Maughan, M. (2005). Understanding Leadership: Theories and Concepts (3rd ed.). Hoboken, NJ: Wiley & Sons, Inc. Page 62. Fiedler, Fred E. “Validation and Extension of the Contingency Model of Leadership Effectiveness: A Review of Empirical Findings.” Psychological Bulletin 76.2 (1971): 128. Print. GrowJo. (2019). PHP Agency Competitors, Revenue, Alternatives and Pricing. https://growjo.com/company/PHP_Agency Lumen Learning. (n.d.). Leadership Styles | Organizational Behavior and Human Relations. https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/leadership-styles/ Pelayo, J. (2015). Jorge Pelayo. YouTube. https://www.youtube.com/c/JorgePelayo/videos Waldman, David A., and Rachel M. Balven. “Responsible Leadership: Theoretical Issues and Research Directions.” Academy of Management Perspectives 3015.1 (2015): 19–29. Business Source Complete. Web. 10 June 2015. WGSN. (2021). The Value Shift: The consumer drivers and recession-proof strategies for a post pandemic world. https://createtomorrowwgsn.com/2110643-wp-the-value-shift/

7002MHR (Solved)

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