Entreprenuerial Leadership
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Transcript of Entreprenuerial Leadership
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ENTREPRENEURIAL
LEADERSHIP
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Learning objectives
To give brief introduction of entrepreneurship and leadership.
To give know how about the successful entrepreneurs.
To explain the role of entrepreneurs as a leader.
To explain the role of entrepreneurial leadership.
How we can construct entrepreneurial culture.
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Entrepreneur & Entrepreneurship?
An entrepreneur is an individual who owns a firm,
business, or venture, and is responsible for its
development. Entrepreneurship is the practice ofstarting a new business or reviving an existing business,
in order to capitalize on new found opportunities.
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Successful Entrepreneurs
There are six dominant themes for successfulentrepreneurs:
Leaderships
Commitment and determination Opportunity obsession
Tolerance of risk, ambiguity and uncertainty
Creativity self reliance and ability to adapt. Motivation to excel.
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Who is leader.?
Someone who can influence others and who
has managerial authorityor
A leader is a person who can influence ormotivate others to do what he wants themto do.
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What is leadership.?
The process ofinfluencing a group
towards theachievement of goals.
Leadership is the art of
motivating a group ofpeople to act towards
to achieving a common
goal.
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Food for Thought
An entrepreneur who starts his own business generallydoes so because he is a difficult employee.
He is probably finds it difficult to be in the alternatingdominant and then submissive role so often asked ofmanagement.
He also believes he can do the job better than others, whichmay be true BUT..
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Food for Thought
He must find a way of working with and throughothers if the business is to grow.
And here the person must start to make a transitionfrom being a mere entrepreneur to a leader.
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Entrepreneurial Leadership
Entrepreneurial leadership is about systematic and purposeful
development of leadership skills and techniques which can take
a long time. It is about the developing relationships. It is about
creating long term sustainable competitive advantage basedupon architecture of entrepreneurial leadership.
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Role of Entrepreneurs as a leader
A successful entrepreneurs are patient leaders, capable ofinstilling tangible visions and managing for the long haul.
There five elements include in the job for leader:
Having vision and ideas.
Being able to undertake long term strategic planning. Being able to communicate effectively.
Creating an appropriate culture within the firm
Monitoring and controlling performance.
Having the courage to delegate Controlling the business by monitoring information rather
than by direct physical intervention.
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An entrepreneur must change his role towards theseFUNCTIONAL disciplines i.e
Marketing
Accounting
People Management all change
In other words the business needs to become more formal
without becoming more bureaucratic.
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So the challenge is not only in developing thebusiness but also to cope with the managerial changefacing the founder.
Having your own vision is relatively easy. Building ashared vision is no easy task.
The challenge for an entrepreneur is to convert thecontractual employee of an economic entity intocommitted member of a purposeful organization.
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Challenges for entrepreneur during growth offirm
Growth through creativity
Growth through direction
Growth through delegation
Growth through coordination
Crises of Leadership
Crises of autonomy
Crises of control
Crises of red tape
Collaboration
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Entrepreneurial Organization structure
Spiders Web Spiders Web Grows
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Entrepreneurial Organization structure
HierarchicalStructure
Matrix Structure
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Churchil and Lewis Growth Model
Existence
Survival
Success
Take off
Maturity
Disengagement Growth
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How can a Entrepreneur Lead?
A Entrepreneur can lead through three differentways/Styles
Leader and Task
Leader and Group
Leader and Situation
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University of Michigan
Employee-oriented:
Emphasize interpersonal relationsProduction-oriented:
Emphasize the technical or task aspects of thejob
Leader and Task
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University of Michigan
Research findings:
Leaders who are employee oriented arestrongly associated with high groupproductivity and high job satisfaction.
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Managerial Grid
Appraises leadership styles using two dimensions
Concern for People:Measured leaders concern for subordinates ona scale of 1-9
(low to high)Concern for Production:
Measured leaders concern for getting job doneon a scale of 1-9
(low to high)
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The Managerial Grid
Concern forProduction
9
8
7
6
5
4
3
2
1
1 2 3 4 5 6 7 8 9
Concern
forPeople
(1,9)
(1,1)
(5,5)
(9,9)
(9,1)
Impoverished ManagementExertion of minimum effort to getrequired work done is appropriateto sustain organizational
membership
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The Managerial Grid
Concern forProduction
9
8
7
6
5
4
3
2
1
1 2 3 4 5 6 7 8 9
Concern
forPeople
(1,9)
(1,1)
(5,5)
(9,9)
(9,1)
Task ManagementEfficiency in operations results inthe accomplishment of work inSuch a way that there is minimum
Interfere of human elements
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The Managerial Grid
Concern forProduction
9
8
7
6
5
4
3
2
1
1 2 3 4 5 6 7 8 9
Concern
forPeople
(1,9)
(1,1)
(5,5)
(9,9)
(9,1)
Middle of the road ManagementAdequate organizational performanceIs possible through balancing the necessity
to get out work withmaintaining morale of the people
At a satisfactory level
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The Managerial Grid
Concern forProduction
9
8
7
6
5
4
3
2
1
1 2 3 4 5 6 7 8 9
Concern
forPeople
(1,9)
(1,1)
(5,5)
(9,9)
(9,1)
Country Club ManagementThought full attention to needs
of people for satisfyingrelationship leads to acomfortable friendlyorganizational atmosphere &work tempo
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The Managerial Grid
Concern forProduction
1 2 3 4 5 6 7 8 9
Concern
forPeople
(1,9)
(1,1)
(5,5)
(9,9)
(9,1)
Team Management
Work accomplished is fromcommitted people,
Interdependence throughcommon stake in organizationalpurpose leads to relationship
of trust and respect
9
8
7
6
5
4
3
2
1
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Leader and Group
Participative Consultative
Paternalistic Autocratic
Low High
High
Low
Group autonomyin decision-making
Leader Authority
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Leader and Situation
Must move away from using autocratic/ dictatorial
leadership style
Must be adept at using informal influence
Must be adept at conflict resolution
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Role of Entrepreneurial Leadership
The primary role of good entrepreneurial leader is to buildan entrepreneurial architecture.
The entrepreneurial architecture creates with in theorganization the knowledge and routines that allow it torespond flexibly to change and opportunity in the way theentrepreneur does.
It is a very real and valuable asset that creates that createscompetitive advantage and can be sustained
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Constructing an Entrepreneurial culture
Hofstede (1990) explain different dimensions oforganizational culture in an attempt to discriminate betweenentrepreneurial and administrative organizations.Timmons, Peters (1997) and Cornwall and Perlman (1990)explain tits following elements:
People and empowerment focus
Commitment and personal responsibility
Doing the right thing
Value creation through innovation and change
Hands on management
Freedom to grow and fail
Attention to basics
Emphasis on future and sense of urgency.
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Remember
Management is doing things right;
Leadership is doing the right things
Peter F. Drucker