Leadership Growth – Defender Direct Inc and Excel Carwash Inc

Leadership Growth – Defender Direct Inc and Excel Carwash Inc

Leadership growth is progressive and can be the major reason behind company growth. In the case study, Dave said, “Businesses don’t grow-people do,” depicting how Defender Direct Inc. grew to become a successful brand (Hess, 2011). The company’s growth was based on growing people and selling and marketing. The company invested in sending people to self-help programs, leadership conferences, and seminars. Do you need any help for completing your assignment ? Contact us at eminencepapers.com. We endeavor to provide you with excellent service.

Dave grew from being employed to starting and growing the successful Defender Direct Inc. The growth was fueled by taking an opportunity in the ADT security systems, which made him successful. The growth exhibited by Dave was based on a strong entrepreneurial mindset and thinking big with a clear focus.

Dave’s growth enabled the business to grow through his ability to tackle business challenges and fuel its success. For instance, Dave developed a practical tool called Circle of Life for the business, which clarified how it works for workers. Further, Dave managed people effectively, leading to business growth.

Taking the case scenario to my proposed business, Excel Carwash Inc., I would adapt my leadership style as the business grows. Notably, this is so because as a business grows, it faces new challenges that require a changed leadership style (Griffith et al., 2019). The three things I will do to grow my business are as follows. First, I will manage people effectively. Essentially, this is so because the business also grows as people grow. Managing people effectively will include aspects such as employee motivation through rewards and recognition, training, and other additional perks (Boon et al., 2019). Second, I will create a visual representation of how the business works. Creating a visual representation will make it easier for workers to understand what is required (Urbano et al., 2019). Finally, I will create a strong business culture that will unite all workers behind the business plans.

References

Boon, C., Den Hartog, D. N., & Lepak, D. P. (2019). A systematic review of human resource management systems and their measurement. Journal of management, 45(6), 2498-2537.

Griffith, J. A., Baur, J. E., & Buckley, M. R. (2019). Creating comprehensive leadership pipelines: Applying the real options approach to organizational leadership development. Human Resource Management Review, 29(3), 305-315.

Hess, E. D., (2011). Growing an Entrepreneurial Business: Concepts & Cases. Stanford University Press.

Urbano, D., Aparicio, S., & Audretsch, D. (2019). Twenty-five years of research on institutions, entrepreneurship, and economic growth: what has been learned? Small Business Economics, 53, 21-49.

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During Unit 4, we explored how entrepreneurs or business leaders must evolve, change, and adapt their leadership styles in order to grow their businesses. Defender Direct is a good example of how an entrepreneur grew as his company grew and is the basis of our Unit 4 Paper.

Instructions:

 Adding to your paper in Unit 3, consider the case study found at the end of Chapter 5 of our text. Defender Direct is a good example of how an entrepreneur grew as his company grew. As you read the case study, focus on how Dave Lindsey’s role changed as the company grew and how he evolved as a leader. Then, answer the following two questions.

1. In our case study, Dave said, “Businesses don’t grow – people do.” What did he mean by that? How did Dave grow? How did Dave’s growth enable the business to grow?
2. Consider your business that is the focal point of this course. Would you have to adapt your leadership style as your business grows? Explain. Describe three things you can do to change, evolve, and learn to enable you to grow your business.