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Characteristics of Unsuccessful Entrepreneurs
effective teamwork and communication
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Entrepreneurial Leadership
Two entrepreneurial approaches I will reflect upon are profit-oriented and social-oriented entrepreneurs. I will describe these approaches through two entrepreneurs, Victor Kiam and Anita Roddick. Victor Kiam was what one would call a profit entrepreneur. This is “a person who seeks a profitable opportunity and takes the necessary risks to set up and operate a business (Boone, Kurtz, 2011, pg.182). Anita Roddick, founder of The Body Shop, was a social-oriented entrepreneur. These types of entrepreneurs are “pioneers of innovations that benefit humanity” (Boone, Kurtz, 2011, pg.185). Social entrepreneurs not only want to profit from their business but also have an interest in helping society.
Profit-Oriented Entrepreneurial Approach
I’ll begin by discussing Victor Kiam. Victor was well known for his phrase, “I liked the shaver so much, I bought the company.” The company he bought was Remington Products in 1979. He was an entrepreneur who was more interested in helping a company acquire its first million dollars instead of all the millions that it raised thereafter (www.growingbusiness.co.uk). When Victor purchased Remington; he cut away layers of unnecessary management to save the company money. I believe that is due to his autocratic leadership style. “Autocratic leaders make decisions on their own without consulting employees” (Boone, Kurtz, 2011, pg. 269). This leadership style was evident when he bought Remington.
The major entrepreneurial characteristics that Victor exudes are the need to achieve and tolerance of failure. When asked what suggestions he had for someone who wants to succeed, Victor responded, “Well, first the desire has to be there. Some people say, ‘At the end of the day, I’d ...
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...les of the many entrepreneurs who have walked this earth.
References
Boone, L.E., Kurtz, D.L. (2011). Improving Performance through Empowerment, Teamwork, and Communication,(13th ed.). In L. Johnson (Ed.), Contemporary Business (pp. 183-185). Hoboken, NJ: John Wiley & Sons Inc.
Entrepreneur (2008, October 10) Anita Roddick, Cosmetics with a Conscience
Retrieved from http://www.entrepreneur.com/article/197688
Growing Business, (2008, July 22). Victor Kiam
Retrieved from http://www.growingbusiness.co.uk/victor-kiam.html
NY Times, (2007, September 12) Anita Roddick, Body Shop Founder, Dies at 64
Retrieved from http://www.nytimes.com/2007/09/12/world/europe/12roddick.html?scp=2&sq=anita%20roddick&st=cse
Selling Power, (unknown) The Salesman Who Bought the Company
Retrieved from http://www.sellingpower.com/content/article.php?a=8629#topArticlePages
Yvon Chouinard is an environmentalist, entrepreneur, and philanthropist, legendary climber, and surfer. He is also a writer, writing essays on outdoor climbing issues and ethics, and more recently publishing a book about mixing environmentalism and sound business practice in corporate policies (Green Economy Initiative, 2011). Chouinard is most noted for his clothing and gear company, Patagonia, Inc., where he has constructed a culture that strives to create an ideal working environment where employees thrive and become more productive at the same time. Patagonia’s environmental ethic is outstanding, having founded 1% For the Planet, an alliance of businesses that contribute at least 1 percent of their net annual sales to approved environmental organizations, and is working to revolutionize supply chain transparency in their company. Sustainable business practices have been at the core of the company since it was founded in the late 1950s – long before sustainability and being “green” became buzzwords. Yvon Chouinard is not only a successful business person, but a leader with discipline, vision, and influence.
Tannenbaum, R. and Schmidt, W.H. (1958) How to choose a leadership pattern, Institute of industrial relations.
Socrates said “The only true wisdom is in knowing you know nothing.” (Socrates). If by starting out with Socrates words in mind then people go can in with a clean slate and open mind to the project ahead of them. It will also help leaders and team members alike to ask themselves how asking questions impacts the success of a project. However, asking questions alone isn’t enough; depending upon the project and your role certain questions need to be asked. Also, once the questions start flowing how leaders or a team member know that all the right questions have asked, in a sense crossing your “t” and dotting your “i”.
In a firm, management and leadership are important and needed. Leadership and management are similar. Actually, leadership and management are totally different. The leadership would influence the firm. The leader would have difference leadership styles to lead the subordinate.
1. A. Is there a difference between effective leadership and effective management? Yes, I believe that managers are analytical, structured, controlled, deliberate, and orderly. Leaders are experimental, willing to take chances, visionaries, flexible, unfettered, and creative. These are the differences between management and leaders.
The world is filled with many ambitious people looking to make a product to help the world and make a living for themselves and their families. These people are known as entrepreneurs. An entrepreneur is someone who organizes and operates a business or businesses while running the risk of losing everything to make money. One might ask why there is a risk ...
Chan, K. W. & Maubourgne, R. A. 1992, Parables of leadership, Harvard Business Review, July-August.
Yukl, G. (1989). Managerial Leadership: A Review of Theory and Research. Journal of Management, 15(2), 251-290.
...adership Practices in Relation to Productivity and Morale." In D. Cartwright and A. Zander, Group Dynamics: Research and Theory, 2nd ed. (Elmsford, NY: Row, Paterson, 1960)
The entrepreneur is defined differently across many platforms they all share some commonality (Davison, 2008). This commonality consists of certain traits such as risk taking, innovative thinking, and an opportunity-seeking mindset to create, improve or expand a business (Davison, 2008). The entrepreneur functions as a promoter to the generation of wealth (Davison, 2008). The entrepreneur is important for the movement of the market and constant challenge to the status quo, indirectly improving all related business involved.
All men are Captains of industry and are entrepreneurs, innovators, and business leaders who have varying ideas on leadership. But they all have common ideals that make them entrepreneurial leaders. Steve Case, the former CEO and Chairman of AOL, is the person behind the idea of the 3 P’s – People, Passion, and Perseverance. James Kouzes, a well-renowned leadership scholar with executive experience, co-authored the bestselling book, Leadership Challenge, named one of the top 10 books on leadership in The 100 Best Business Books of All Time. And Peter Drucker is known as the “father of modern management”. Many of his predictions about major developments in the late 20th century have indeed came true. This paper will analyze how the ideas and principles, of Case, Kouzes, and Drucker coincides with the new definition of entrepreneurial leadership.
There has been a large amount of attention paid to the subject of entrepreneurship in the last few years; mainly because most people have chosen to go from working for somebody else, to be their own bosses and work for their dreams. Nevertheless, many still wonder what is entrepreneurship and what is that sets entrepreneurs apart from other regular business owners. At first, it seems both concepts do not differ much from each other since they both start up and run businesses and assume risks to pursue opportunities; however, there are certain traits that difference them.
Entrepreneurship is an important aspect of social, economic and community life. It can be viewed as a critical factor to economic growth as well as a way of addressing unemployment (Nolan, 2003).Entrepreneurs are people who are persistently focused on identifying opportunities, they seek to create something worthwhile while taking into account foreseeable risk and rewards associated with the efforts (Nolan, 2003). Furthermore, entrepreneurs are frequently understood to be individuals who discover market needs and establish new business to meet those identified opportunities. The following assignment will firstly discuss the types of entrepreneurship, secondly it will discuss the reasons people become entrepreneurs, and thirdly it will discuss the importance of entrepreneurship.
Belbin, M. (2007) Managing through empowerment: Getting the most out of teamwork Day, The Daily Telegraph, 11, p.004
The success of a business is greatly dependent on its entrepreneur. An entrepreneur is someone who takes the financial risk of starting and managing a new business venture. In order to be a successful entrepreneur, one must be ready to take a risk and invest one’s own savings into a business. The job requires that the individual be ambitious and committed to working hard in order to achieve the set targets. A successful entrepreneur is able to multi-task and communicates effectively with people, possessing leadership qualities such as confidence and motivation. The individual must play the role of constant motivator and inspire employees to improve their work performance, whilst ensuring a comfortable environment for the employees to work in. According to Schumpeter (1982), an entrepreneur is more of a ‘heroic’ than an ‘economic’ figure; his motivation should not solely be monetary, rather stemming more from inspiration and ambition.