This document provides an overview of an entrepreneurial leadership training resource. It discusses entrepreneurial leadership and its key principles of cognitive ambidexterity, focusing on social, environmental, economic responsibility and sustainability (SEERS), and self-awareness. The training resource aims to help managers adopt entrepreneurial leadership to influence their organization's environment. It includes case studies of Nike and the Rana Plaza disaster to analyze how SEERS can create value and avoid issues in supply chain management. The training involves group activities to discuss leadership experiences and ethical decision-making.

1. ENTREPRENEURIAL LEADERSHIP
TRAINING RESOURCE
Written by Yvonne Orme
Published 30th October 2016

2. Entrepreneurial Leadership Training Resource Preamble
 This Training Resource has been primarily designed for Middle/Senior managers, the purpose of the
resource is to; develop an awareness of how Leadership is evolving, identify which skills and
behaviours which are attributed to Entrepreneurial Leadership, and how these skills can be developed.
 The purpose of the Resource is to Educate Managers in how to lead in a Entrepreneurial Leadership
style, which when aligned with organisational objectives the organisation is able to create value.
Managers who have an awareness of social ,environmental and economic opportunity, are able to
be innovative and through thought and action can enhance their competitive advantage.
 The concept of Entrepreneurial Leadership was founded by Babson College, where extensive research
was conducted to enable a comprehensive understanding of the leader behaviours and attributes and
how these are associated with Entrepreneurialism.
 It is widely recognised that in years passed, the organisational objective would be "profit maximization
and shareholder value creation"(Porter and Kramer (2011) cited in Greenberg (2011).
 Where as in the 21st Century a new model of Leadership was required. Babson College therefore
identified an opportunity to develop a leadership model that incorporates an opportunistic mind-set
whilst also demonstrating strategic vision and an ability to influence and motivate others. The outcome
was the concept of "Entrepreneurial Leadership".
 Entrepreneurial leadership theory has three underpinning principles, which essentially are the
framework to the behaviour, attitude and mind-set of an entrepreneurial leader.
 This Training Resource aims to assist Managers in adopting an Entrepreneurial style of leadership and
enable them to gain an understanding of how individual actions and behaviour can influence the
corporate environment in which they conduct their organisational activities.

3. Introduction To Training Resource
This Training Resource has been designed for Supply Chain
and Procurement Managers of Asda who work with Textile Manufacturers ,
primarily in Bangladesh. The Resource aims to highlight Corporate Social
Responsibility Issues and focus on how our
Leadership decisions impact upon the industry.
The format of the resource is an eBook which
will highlight the key principles of Entrepreneurial
Leadership with the focus on Social, Environmental ,
Economic , Responsibility and Sustainability (SEERS).
The design of the Training Resource incorporates
a range of self audit materials and case studies.
The resource can also be used as a tool to
reflect on the primary issues relating to the
understanding of Entrepreneurial Leadership and
the SEERS principle of creating value through social and economic opportunity.
The resource will also highlight the importance of self development through group discussions,
activities and shared leadership experiences. As part of the of the evaluation process, students
will be able to participate in identifying each others strengths and weaknesses with the use of a
SWOT analysis.

4. Objectives
Outlined are the Aims and Learning
outcomes of The Training Resource.
Aims
 To gain an understanding of Entrepreneurial
Leadership and the key principles that
underpin this leadership style.
Learning Outcomes
 To identify key global issues relating to
SEERS and the supply chain.
 To demonstrate and express an
understanding of the skills and
characteristics associated with
entrepreneurial leadership.
 Analyse self audit materials and complete a
plan of action to allow you to remedy any
skills shortages.

5. The Organisation
Asda is the second largest supermarket in the UK, owned by Walmart since
1999. Asda has 525 stores across the UK and employs over 175,000
people.
In 1989 Asda launched George clothing line and it is now sold in 560 stores
and through George.com which is one of the fastest growing online fashion
businesses serving over 800,000 customers a week.
The George range of clothing exclusive to Asda has contributed to changing
the face of fashion. George is one of the largest fashion retailers in Britain.
www.asdasupplier.com/about-us/about-asda
http://corporate.asda.com/our-story/company-facts

6. The George clothing range is primarily manufactured in Bangladesh.
In Bangladesh the textile industry accounts for 80% of its exports and
approximately 20% of the countries GDP (Gross Domestic Product).
Due to this rapidly expanding garment industry sector these figures are
set to rise annually by 6.7% as the demand grows for low cost fashion.
Manufacturers primarily produce garments for High street stores such
as Primark, Matalan, Asda, Zara, Gap, Mango Benetton, H&M and
many more.

7. Suppliers and Sourcing The Issues
Darka is Bangladesh's Capital city and is central to their expanding garment
industry. Bangladesh has a population of 15 million of which it is estimated that
4 million are directly employed in the industry with
an additional eight million being indirectly involved in the garment industry.
Asda has a sustainable supply chain strategy, whilst it is committed to improving
the safety and welfare of workers in the supply chain, equally important is the
focus on social and environmental issues.
Asda has adopted the standards of Bureau Veritas Safety Assessment all
garment factories in Bangladesh that supply their garments must comply with
these standards.
From 2013 Bureau Veritas is responsible for Building , Electrical and Fire
Safety Audits.
http://direct.asda.com/george/sourcedbygeorge,default,pg.html

8. Entrepreneurial Leadership What Is It?
Traditionally Leadership studies and entrepreneurial Research have been perceived as two fields of studies
with numerous definitions for each, however there is a conceptual overlap. The study of leadership and
entrepreneurship is rarely studied in unison. If firstly we take an overview of leadership and an often cited
definition such as “Leadership is the process of directing the behaviour of others toward the
accomplishment of some objective” Certo and Certo (2014).
Mullins (2013) suggest “leadership is essentially a relationship through which one person influences the
behaviour or actions of other people” academics acknowledge common characteristics of leadership such
as, leadership involves non coercive influence, influence is goal directed and that leadership requires
followers, Greenberg (2013).
Stevenson & Gumpert (1985) cited in Entrepreneurial Leadership: What Is It and How Should It Be Taught
(2011) that general leadership consists of strategic vision coupled with the ability to motivate others through
the systems, processes and culture of an organisation, Kotter(1990).

9. continuedContinued
Also that "Entrepreneurship is the pursuit of opportunity beyond the resources one currently controls
(Stevenson & Gumpert,1985).
In the article Entrepreneurial Leadership: What Is It and How Should It Be Taught (2011) Entrepreneurial
Leadership is considered to be a fusion of the two constructs. Entrepreneurial Leadership is a style of
leadership therefore that incorporates an opportunistic mind set whilst demonstrating a strategic vision and
an ability to influence and motivate others.
This style of leadership requires a different logic to decision making within business, whilst also recognising
social and economic opportunity to enable value creation for the organisation.

10. ENTREPRENEURIAL
LEADERSHIP
Entrepreneurial Leadership is defined as a fusion of two
constructs Stevenson & Gumpert,1985 (cited in
Entrepreneurial Leadership; What is it And How Should It Be
Taught, 2011) Firstly the concept generally is that
“entrepreneurship is the pursuit of opportunity beyond the
resources one currently controls” (Stevenson &
Gumpert,1985). Secondly also cited in the same article
“General Leadership consists of strategic vision coupled with
the ability to influence and motivate others through systems,
processes and culture of an organisation (Kofter,1990) cited in
the same article.

11. VISION
OPPORTUNITY-FOCUS
INFLUENCE
PLANNING
MOTIVATING OTHERS
ACHIEVEMENT ORIENTATED
CREATIVITY
FLEXIBILITY
PATIENCE
PERSISTENCE
RISK TAKING
HIGH TOLERANCE OF AMBIGUITY
TENACITY
SELF CONFIDENCE
POWER ORIENTATION
PROACTIVE
INTERNAL FOCUS OF CONTROL
The skills attributed to
Entrepreneurial Leadership
are founded from overlaps
between Entrepreneurship
and Leadership, the two
fields of study converge to
identify the following a
recognised skills;
Becherr,Medenhall and Eickoff 2008;Cogliser and
Brigham 2004; Fernald, Solomon and Tarbishy
2005;;Thornberry 2006). Cited in Understanding and
Measuring Entrepreneurial Leadership Style, Journal of
Small Business Management 2015 53 (1),pp,54-74

12. Entrepreneurial
Leadership
The Key Principles
•Cognitive Ambidexterity.
•A Worldview; Developing
Social . Environmental,
Economic Responsibility and
Sustainability.
•Self and Social Awareness to
create action.

13. 3 Principles That Underpin Entrepreneurial
Leadership
 Cognitive
Ambidextrous
 SEERS
 Self
Awareness

14. What Is Cognitive
Ambidexterity?
This is the first principle of Entrepreneurial Leadership and refers to
a different way of thinking and taking action to achieve
organisational objectives.
Engaging in prediction logic as stated by Fixon & Ray (2011) as a
method of thinking and planning future goals, using analysis and
reflection of past outcomes, whereby creation logic is centred
around uncertainty in unknowable situations.
Learning to be cognitively ambidextrous as an Entrepreneurial
Leader and engaging both prediction logic and creation logic when
making decisions enables an organisation to have a competitive
advantage, adapt and be flexible to changing operating business
environments.
At different stages of organisation development the need to amend
strategies to fit with the organisational objectives is necessary for
continued growth.
Entrepreneurial Leaders can distinguish between when to rely on
data and when to be creative and innovative.
Greiners growth model outlines different stages of organisational
growth. ( Greiners Growth Model 1972).

15. Cognitive Ambidexterity
Principles of a Prediction Approach
Goals are predetermined and achievable given
known information.
Enough information is known for rigorous analysis and
testing.
Tools and frameworks are available to guide decision
making.
Optimal solutions are identifiable within a given set of
constraints.
Through analysis, risk can be minimized
or mitigated to achieve optimal returns.
Outside organization are seen as
competitors and barriers to growth.
Adapted from Dew et al.2008; Greenberg et al. 2009; and Sarasvathy 2008.

16.  If perceived resource needs are beyond your
control, start to create something with what you
have.
 When the future is unpredictable, create the
future by shaping opportunities.
 When operating with limited information, take
action in the world to acquire information but
expect and leverage surprises or failures.
 Optimal decision making is never possible in
highly uncertain environments. By starting
something with current available means, you are
“satisficing” to take swift action.
 Determine what you are willing to lose (money,
time, and social capital) to engage in the activity.
Once you know what you re willing to lose, risk is
no longer a inhibitor to entrepreneurial action.
 Outside organisations, customers, and self
selected stakeholders are co-creators and not
competitors.
Adapted from Dew etal.2008; Greenberg et al,2009; and Sarasvathy
2008.
Principles of a Creation Approach to Thought and Action

17. Principle 2 Principle 2 SEERS
•Social
•Environmental
•Economic
•Responsibility
•Sustainability

18. SEERS AND The Supply Chain
In todays volatile business climate organisations consider how
profitability and value can be created by addressing issues such as the
social impact of business activity, environmental and economic
considerations whilst also demonstrating that the organisation is
accountable, responsible and sustainable. All of which may seem like an
exhaustive task which involves organisations taking action to remedy
these issues, in order to capitalise on the opportunity they present .
Organisations continue to be under pressure to increase value for
stakeholders and as Freeman(2010) would suggest stakeholder theory is
concerned with the involvement of its customers suppliers, investors,
employees and communities integrating and sustaining relationships as
part of the community with a shared sense of what is valuable.

19. Worldview
Principle 2 SEERS
The SEERS principle of entrepreneurial leadership
focuses on the organisational leader or Manager
demonstrating a commitment to social, environmental,
economic, responsibility and sustainability.
In the Article Focusing On Value: Reconciling Corporate
Social Responsibility and Stakeholder Approach in a Network
World (2003) Wheeler, Colbert and Freeman identify two
models that have particular relevance to the understanding
of business Value and the different facets it incorporates.
Whilst there are numerous models demonstrating concepts
of ethics and CSR ( Corporate Social Responsibility) and how
it can be embraced by organisations to create value.

20. Continued
The US Committee for Economic Development,
in 1971, described Corporate Social
Responsibility as: (i) related to products, jobs and
economic growth; (ii) related to social
expectations; and (iii) related to activities aimed
at improving the social environment of the firm.
Sethis 1975 three level model included: (i) social
obligation ( a response to legal and market
constraints; (ii) Social Responsibility ( congruent
with societal norms); and (iii) Social Responsive
adaptive, anticipatory and preventative (Journal
of General Management
Vol 28 3 2003).
Addition Sources
http://www.oecd.org/
https://www.unglobalcompact.
org/
https://www.globalreporting.or
g/information/sustainability-
reporting/Pages/default.aspx

21. Principle 3
Self And Social Awareness To Create
Action

22. What is Self Awareness And How does it Assist in
Entrepreneurial Leadership
Greenberg (2011) in "The New Entrepreneurial Leader" argues that an
acute awareness of ones self is key to being an entrepreneurial Leader,
being conscious of our own capabilities enables personal development
and assists in fuelling our passion for the causes, projects or
innovations we believe in.
Utilising a reflective process to assess are Leadership Qualities and
organisational relationships which enables a leader to adapt, change,
overcome, whilst also realising potential.

23. Action
Relating to yourself Discuss In
Groups the following Professional
Behaviours.
http://www.corporate-entrepreneurs.com/wp-
content/uploads/2015/10/Entrepreneurial-Audit-Data-Sheet-2015.pdf
http://www.surveygizmo.com/s3/1129604/Entrepreneurial-Audit-Self-Assessment

25.  In The Face Of Globalisation How To Embrace
A New Type Of Leadership
Watch Babson Education Video Clip

26. Group Activity
Activity 1.
Analyse the Nike Case study and identify the ethical, responsible and
accountable behaviours which led to the Company being Transformational.
Activity 2.
Read the Rana Plaza Case study and utilising and incorporating SEERS
into organisational strategies when sourcing in Bangladesh how could the
Rana Plaza Tragedy been avoided ?

27. Nike & Rana Plaza Case Studies
Here are two case studies in groups discuss the following:
 How have Entrepreneurial Leadership skills changed the way Nike operated its supply
chain.
 How are economic and social opportunity realised by implementing SEERS into their
supply chain strategies?
 Using the SWOT analysis Template with one for each case study assess Entrepreneurial
Leadership from a SEERS perspective and comment on the strengths, weaknesses,
opportunities and Threats for this organisational strategy.
 Using 250 to 500 words summarise how this strategy added business value to each
organisation Nike and Asda.
http://nbs.net/knowledge/just-do-it-how-nike-turned-disclosure-into-an-opportunity/
Https://www.gov.uk/government/case-studies/the-rana-plaza-disaster

29. Group Activity
In groups of about 8 persons work on ideas for ethical decision-making use
information about from either case study for the activity.
1. Identify problems the entrepreneur might encounter in running this business in an ethical
manner.
2. Develop a 10-point code of ethics for the business.
3. Discuss policies and procedures appropriate for this business that would support the code of
ethics.
4. List as many ethical problems as possible that might be faced by employees during a normal
work day. Discuss the possible solutions for the problems. Consider how a procedure guide might
help employees to make the best decisions.
5. Members of the group should then role-play the process of handling an ethical issue with a
customer, with a supplier, with a competitor, and with the son of the owner. Discuss the results of
the role-playing exercise. If necessary you may want to modify your code of ethics at this time.
6. Each group should present their code of ethics to the class and discuss major outcomes of their
discussion.
Source: PACE, available from the Centre on Education and Training for Employment, The Ohio
State University, Columbus, OH. 1-614-292-4277.

30. • Identify key principles of
Entrepreneurial Leadership
1
• Explore situations where SEERS
would Improve the decision
process.
2
• Work in groups to discuss
previous Entrepreneurial
Leadership experiences
3
Learning Overview

31. Additional Reading & Sources of
Information Relating to SEERS
http://corporate-citizenship.com/wp-
content/uploads/Adding-Value-Report-Final.pdf
https://legacy.wlu.ca/documents/26179/Wheeler_
Colbert_%26_Freeman_2003_-
_Focusing_on_Value.pdf
Freeman, R. E., ‘Business Ethics at the
Millennium’, Business
Ethics Quarterly, 10, No. 1, 2000, pp. 169-180

32. References
Asda Company Facts [Online Resource] [Retrieved 14th Nov 2016]
http://corporate.asda.com/our/story/company-facts
Asda Supplier About Asda [Online Resource] [Retrieved 30thOct 2016]
http://www.asaa.supplier.com/about-us/about-asda.
Babson Executive And Enterprise Education [Online Resource] [Retrieved 18th Nov 2016]
https://www.babson.edu/executive-education/Pages/home.aspx
Becherr,Medenhall and Eickoff 2008;Cogliser and Brigham 2004; Fernald, Solomon and
Tarbishy 2005;;Thornberry 2006). Understanding and Measuring Entrepreneurial Leadership
Style, Journal of Small Business Management 2015 53 (1),pp,54-74
Bushra Tobah (2012) Just Do It: How Nike Turned a Supply chain crisis into Opportunity
[Online Resource] [Retrieved 11th Nov 2016] http://nbs.net/knowledge/just-do-it-how-nike-
turned-disclosure-into-an-opportunity/
Certo,S.C.,& Certo,S.T.(2014).Modern Management: Concepts And Skills (13th ed). England:
Pearson
Dew et al (2008), Greenberg et al(2009),and Sarasvathy (2008) No Title. Manchester
Metropolitan University, PowerPoint Slides Nov 2016 In Entrepreneurial Leadership
Entrepreneurial Audit [Online Resource] [Retrieved 10th Nov 2016] http://www.corporate-
entrepreneurs.com/wp-content/uploads/2015/10/Entrepreneurial-Audit-Data-Sheet-2015.pdf
Freeman,R.E.(2000).Business Ethics At The Millenium.Business Ethics Quarterly, vol 10
(1),pp.169-180

33. REFERENCES CONTINUED
Freeman,R.E.(2010).Strategic Management: A Stakeholder Approach. New York:
Cambridge University Press
George Welcome to Sourced By George [Online Resource] [Retrieved 1st Dec 2016]
http://diret.asda.com/George/sourcedbygeorge,default,pg.html
Global Repoting.org [Online Resource] [Retrieved 8th Nov 2016]
http://www.globalreporting.org/information/sustainability-
reporting/pages/default.aspx
Greiner,L.E.,(1997).Evolution And Revolution As Organisations Grow.1972.Harvard
Business Review,76 (3),pp.55-60
Greenberg,D.,Mckone-Sweet,K.,Wilson,H.J.(2011). The New Entrepreneurial
Leader.San Francisco:Berrett-Koehler Publishers,Inc.
Kolb,A.Y.& Kolb,D.A.,(2012).Experiential Learning Theory. In Encyclopaedia of the
Sciences of Learning (pp.1215-1219.US Springer
Kotter,J.P.(1990). A Force For Change; How Leadership Differs From Management:
New York: The Free Press
Mullins,L.J.(2013).Management And Organisational Behaviour(10th ed).England:
Pearson
OECD.Org [Online Resource] [Retrieved 14th Nov 2016] http://www.oecd.org/

34. References Continued
Piercy, N. and Giles, W., 1989. Making SWOT analysis work. Marketing Intelligence &
Planning, 7(5/6), pp.5-7.
The Rana Plaza Disaster, Human Rights and Democracy Report 2013,Human Rights
Internationally and Bangladesh [Online Resource] [Retrieved 11th Nov 2016]
Https://www.gov.uk/government/case-studies/the-rana-plaza-disaster
UN Global Compact Online Resource Retrieved Nov 2016 from
http://www.unglobalcompact.org/
US Committee For Economic Development [Online Resource] [Retrieved 25th Nov
2016] https://www.ced.org/
Wheeler,D,Colbert,B.& Freeman R,E,(2003) Focusing On Value: Reconciling
Corporate Social Resposibility,Sustainability and Stakeholder Approach In a
Network World Journal of General Management 28 (3) [Online Resource] [Retrieved
24th Nov 2016]
https://legacy.wiu.ca/documents/26179/wheelercolbert%26Freeman2003-
focusingonvalue.pdf