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Peter Lucash Entrepreneurial Leadership present Northeastern Univ. Global Ldrshp Conf Oct 2 2015

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Peter Lucash Entrepreneurial Leadership present Northeastern Univ. Global Ldrshp Conf Oct 2 2015

  1. 1. Leading Entrepreneurial New Ventures: An Emerging Model Peter D. Lucash, MBA, MPH Northeastern University CPS Lecturer and EdD Candidate Joint Global Leadership Conference Northeastern University Coll of Professional Studies Swinburne University of Technology October 2, 2015 Boston, MA USA
  2. 2. The question: Is entrepreneurial leadership distinctive? Look for differences in:  Situation  Skills  Competencies  Traits  Tasks
  3. 3. Perhaps….. Entrepreneurial leadership IS the leadership model for the 21st century If so, what does this mean for:  Students  Faculty  Mid-career  Organizations  Entrepreneurs
  4. 4. “Dimensions 7” EL Framework Situational Sensemaking Opportunity ID/Innovation Visioning Relationships/ Networking Advocacy/ Influencing Collaboration
  5. 5. Define leadership 50 ways to leave your lover………… 6 ways to leave an airplane……….. 100+ domains describing/ defining leadersip
  6. 6. Working definition Entrepreneurial leadership entails influencing and directing the performance of group members towards the achievement of organizational goals that involve recognizing and exploiting entrepreneurial opportunities (Renko, et al, 2015)
  7. 7. Premise • High level of uncertainty • Nascent organizations • Few barriers • Range of prior experience • Intersection of leadership and entrepreneurship © http://www.bazaardesigns.com/
  8. 8. Where are we? No comprehensive textbook Undergraduate courses Some research, but….
  9. 9. EL Roles Scenario enactment: Frame the situation and the challenge Cast enactment: • convince potential followers and stakeholders that the scenario is possible, • by assembling resources to accomplish the objectives underlying the scenario. • Creating a cast of characters—people endowed with the appropriate resources needed to execute the transformation.
  10. 10. Leadership about capabilities, skills and knowledge 1. Complex problem solving 2. Solution construction 3. Social judgment Mumford, Zaccaro, et al, 2000) Mumford, Ensley et al Model MIT/Sloan 4 Capabilities Model 1. Cognitive 2. Interpersonal 3. Business 4. Strategic Mumford, TV, Campion, et al, 2007 Leadership Strataplex
  11. 11. “Dimensions 7” EL Framework 1. Situational 2. Sensemaking 3. Opportunity identification/Innovation 4. Visioning 5. Relationships/ Networking 6. Advocacy/Influencing 7. Collaboration
  12. 12. SCENARIO Sense-making Opportunity identification/innovation Visioning CAST Relationships/ Networking Advocacy/Influencing Collaboration The Situation “Dimensions 7” EL Framework
  13. 13. Implications Integrate into business courses:  Innovation  Opportunity discovery  Launch “new” Management Development Economic development
  14. 14. Who has the first question?
  15. 15. Peter Lucash peter@lucash.com 843-402-0900 Charleston, SC
  16. 16. References Gupta, V., MacMillan, I. C., & Surie, G. (2004). Entrepreneurial leadership: developing and measuring a cross-cultural construct. Journal of Business Venturing, 19(2), 241-260. Renko, M., El Tarabishy, A., Carsrud, A. L., & Brännback, M. (2015). Understanding and measuring entrepreneurial leadership style. Journal of Small Business Management, 53(1), 54-74. Mumford, M. D., Zaccaro, S. J., Connelly, M. S., & Marks, M. A. (2000). Leadership skills: Conclusions and future directions. The Leadership Quarterly, 11(1), 155-170. Mumford, T. V., Campion, M. A., & Morgeson, F. P. (2007). The leadership skills strataplex: Leadership skill requirements across organizational levels.The Leadership Quarterly, 18(2), 154-166.
  17. 17. OODA Loop OBSERVE: Situational awareness ORIENT: Situational understanding DECIDE: Situational judgment ACT: Situational influence

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