Your SlideShare is downloading. ×
Entreprenuerial leadership final
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Entreprenuerial leadership final

476
views

Published on

Entrepreneurship

Entrepreneurship


0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
476
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
17
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • There is a difference between starting a business and running a business once it has matured.Other wise he can end up over controlling his business. Or becoming a control freak
  • Vision : Is a shared mental image of a desired future state.-an ideal of what the enterprise can become. It gives existence within an organization to that most fundamental of human cravings- a sense of menaing and purpose.Culture : The collective programming of the mind which distinguishes one group of people from another.
  • Leader’s authority
  • Transcript

    • 1. ENTREPRENEURIAL LEADERSHIP
    • 2. 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.
    • 3. Entrepreneur & Entrepreneurship? An entrepreneur is an individual who owns a firm, business, or venture, and is responsible for its development. Entrepreneurship is the practice of starting a new business or reviving an existing business, in order to capitalize on new found opportunities.
    • 4. Successful Entrepreneurs There are six dominant themes for successful entrepreneurs:  Leaderships  Commitment and determination  Opportunity seeker .  High ( Calculated ) risk, ambiguity and uncertainty  Creativity self reliance and ability to adapt.  Motivation to excel and Team Management .
    • 5. Who is leader……….? A leader is a person who can influence or motivate others to do what he wants them to do.
    • 6. What is leadership…….? The process of influencing a group towards the achievement of goals. Leadership is the art of motivating a group of people to act towards to achieving a common goal.
    • 7. Food for Thought  An entrepreneur who starts his own business generally does so because he is a difficult employee.  He is probably finds it difficult to be in the alternating dominant and then submissive role so often asked of management.  He also believes he can do the job better than others, which may be true BUT……..  He must find a way of working with and through others if the business is to grow.
    • 8. 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 based upon architecture of entrepreneurial leadership.
    • 9. Role of Entrepreneurs as a leader A successful entrepreneurs are ‘patient leaders, capable of instilling tangible visions and managing for the long haul. These 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.
    • 10.  An entrepreneur must change his role towards these FUNCTIONAL disciplines i.e    Marketing Accounting People Management all change  In other words the business needs to become more formal without becoming more bureaucratic.
    • 11.  So the challenge is not only in developing the business but also to cope with the managerial change facing the founder.  Having your own vision is relatively easy. Building a shared vision is no easy task.  The challenge for an entrepreneur is to convert the contractual employee of an economic entity into committed member of a purposeful organization.
    • 12. Challenges for entrepreneur during growth of firm Growth through creativity Crises of Leadership Growth through direction Crises of autonomy Growth through delegation Crises of control Growth through coordination Crises of red tape Collaboration
    • 13. Entrepreneurial Organization structure Spider’s Web Spider’s Web Grows
    • 14. Entrepreneurial Organization structure Hierarchical Structure Matrix Structure
    • 15. Churchil and Lewis Growth Model Disengagement Existence Growth Success Survival Maturity Take off
    • 16. How can a Entrepreneur Lead?  A Entrepreneur can lead through three different ways/Styles    Leader and Task Leader and Group Leader and Situation
    • 17. Leader and Task University of Michigan Employee-oriented: Emphasize interpersonal relations Production-oriented: Emphasize the technical or task aspects of the job
    • 18. University of Michigan Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.
    • 19. Leader and Group Low High High Participative Consultative Paternalistic Autocratic Group autonomy in decision-making Low Leader Authority
    • 20. 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
    • 21. Role of Entrepreneurial Leadership The primary role of good entrepreneurial leader is to build an entrepreneurial architecture. The entrepreneurial architecture creates with in the organization the knowledge and routines that allow it to respond flexibly to change and opportunity in the way the entrepreneur does. It is a very real and valuable asset that creates competitive advantage and can be sustained
    • 22. Constructing an Entrepreneurial culture         Hofstede (1990) explain different dimensions of organizational culture in an attempt to discriminate between entrepreneurial 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.
    • 23. Remember “Management is doing things right; Leadership is doing the right things” Peter F. Drucker