Discuss the common elements described in the theories/philosophies of Case, Kouzes, and Drucker including how their principles/strategies relate to the new definition of entrepreneurial leadership presented in Understanding Entrepreneurial leader ship in today’s Dynamic Markets.
The new definition of entrepreneurial leadership is one of an enterprising, transformational leader who operates in the dynamic market that offers lucrative opportunities. It is also believed that the entrepreneurial leader has the following transformation leader dimensions. They are clarity, communication, consistency, caring, creating opportunities, self confidence, power need and its use, and vision (Tarabishy 2002). Steve Case, James Kouzes, and Peter Drucker have attributes that exemplifies entrepreneurial leadership.
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.
Clarity- All three men try to simplify ideas with straightforward ideas. All believe ...
... middle of paper ...
...tp://usasbe.org/knowledge/proceedings/proceedingsDocs/USASBE2003proceedings-21.pdf
Huskic, G. (n.d.)The Essential Drucker, Chapter 12: Entrpreneurial Strategies. Retrieved from http://www.softwareresearch.net/fileadmin/src/docs/teaching/SS04/PM/Gruber_Huskic_paper.pdf
Drucker, P. (1999) Management: tasks, responsibilities, practices. Retrieved from http://books.google.com/books?id=9a5SAlaY-X4C&printsec=frontcover&dq=peter+drucker+Management:+tasks,+responsibilities,+practices&hl=en&ei=Etu_TKrKCoWZOtHyte4L&sa=X&oi=book_result&ct=result&resnum=1&ved=0CCwQ6AEwAA#v=onepage&q&f=false
Prakash, B. (2005) Strategic Management. Retrieve from http://books.google.com/books?id=KVBnMaeccAkC&printsec=frontcover&dq=Strategic+Management+By+Bhatia+B.R,+Prakash+Ved&hl=en&ei=xty_TPX6CozqOdie0d4L&sa=X&oi=book_result&ct=result&resnum=1&ved=0CCkQ6AEwAA#v=onepage&q&f=false
The most valuable commodity of any great organization is the quality of good people. Almost everyone has good intentions but leaders acknowledge what needs to be done and has the ability to inspire others to respond. Nonetheless the author conveys the differences between leadership of past generation versus this generation. As society loses confidence in leadership techniques of the past, it begins to look for management wit...
Mlls, D. Q. (2005). Leadership How to Lead, How to Live. Boston: Harvad Business School Press.
John P. Kotter, a worldwide famous expert on leadership at Harvard Business School, was a graduate of MIT and Harvard. He joined the Harvard Business School faculty in 1972 and who was voted tenure and a full professorship at the age of thirty-three in 1980. Kotter's honors include an Exxon Award for Innovation in Graduate Business School Curriculum Design and a Johnson, Smith and Knisely Award for New Perspectives in Business Leadership. He again gained the title as the #1 ¡§Leadership Guru¡¨ from a survey for 504 enterprises that was conducted by Business Week magazine. Outline of this book
Leadership is not a position but an action that is undertaken by an individual. Leadership is not just about giving orders, yet it is the action of serving others. According to Robert Townsend, “A leader is not an administrator who loves to run others, but someone who carries water for his people so that they can get on with their jobs” (2013). A good leader will support his or hers employees because a leader is not judged on their own actions, but they are judge on the success of those that they support. In the modern era, we look at business leaders in the same way that historians view military commanders or kings of the past.
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.
Across the globe, there are CEO’s, managers, and several other individual’s in leadership-type roles that have the expectation of making their company successful in the eyes of the investors, the employees, and the customers that they serve. This may be measured by a company’s gross profitability, employee engagement or overall customer satisfaction. Most companies have leadership models and strategies in place that leaders are expected to use in order to drive the expectations of the company while maintaining consistency across the business. In an effort to examine various types of leadership styles, I have conducted interviews with two individuals that are or have been previously tasked with leading their teams and their company towards success.
Chan, K. W. & Maubourgne, R. A. 1992, Parables of leadership, Harvard Business Review, July-August.
The characteristics discussed in the article is important to possess in order to be entrepreneurial.
Suddenly, some companies become extremely successful, while rest of them unfortunately remains a failure. There can be off-course a lot of reasons for this failure but one of the main reasons is lack of leadership qualities. There are many s...
It is undeniable, in an honest examination of the world, to deny that leadership will determine the success, or lack of success in almost every endeavor. This holds true for small group projects through the largest possible business venture, and beyond. John Maxwell discusses principles followed by great leaders and utilized by others to increase their own talents. His book, The 21 Irrefutable Laws of Leadership, is a valuable resource to those who seek to improve individual leadership abilities.
In the documentary “Call of the Entrepreneur,” three successful entrepreneurs, Brad Morgan, Frank Hanna, and Jimmy Lai, are presented to explain their views on entrepreneurship and in turn leadership. Brad Morgan is the owner of a million dollar dairy and compost company, Frank Hanna is a merchant banker in New York City, and Jimmy Lai is the founder of Giordano department stores and Next Media. A central theme of the documentary is how each of these businessmen displays the characteristics of persistence, patience, and perseverance to overcome frustrating obstacles and become successful. The film defines entrepreneurship and explains how the entrepreneur responds positively to consumer demands and is able to organize and direct others toward a goal only the entrepreneur can see. The film shows that though some entrepreneurs are driven by greed and some are not, the ones that are successful are answering the needs of consumers.
Parallel to the evolution that has occured in the business world in decades past, is the evolution of views on participative leadership among managers. Participative leadership refers to the manner in which employers have come to treat their employees. This treatment has evolved from days of traditional, autocratic relationships– in which employees were told exactly what tasks to do, without regard to their feelings or what intelligent input could be made– to today’s spectrum of treatment defined by two terms, human relations and human resources. Managers’ approaches today, now consider, not only the employees feelings, but the potential added benefits they might be able to bring to the firm. The difference between human relations and human resources lies in the goals and expectations of the manager. With human relations, the manager’s primary concern is reducing employee resistance to authority with the satisfaction of the employee’s basic needs to feel accomplishment and belonging in the company; secondary is the performance and added benefits the employee may be able to contribute once morale is increased. On the other hand, managers who practices human resources look to empower their employees by encouraging them to take initiative and reach goals by their own capabilities and resources. With the sense of self-accomplishment gained by doing this, it is then that employee morale will be raised. Not only will the employee’s presence truly matter, but the company’s productivity and success will also be greater. Managers’ stances today are headed in the direction of the human resources model, a beneficial move for the welfare of company relations and success, but there are those who still practice human relations. Many companies demonstrate both models, proving employer/employee relationships in today’s companies continue to range the spectrum.
Because of this fact most organizations and entrepreneurs are paying close attention the the leaders they put in place to lead their company and its people into victory, which is the ultimate goal of their organizations. It is a well known fact that leadership is an important factor in an organization’s success, but the type of leadership style and as well as the leader 's personality is what really determines that level of success. In my research I have concluded that the most important leadership styles are transformational and transactional leadership. Transformational leadership has the potential to resurrect, transform and keep companies evolving with time. Transactional leadership although can have some negative effects on some, but if used properly, can promote compliance almost a stagnant team through both rewards and punishments. When companies are pursuing leaders, they not only look at their candidates experiences knowledge of a particular sector of that business, but they pay close attention to the personalities of these individual. They do so because they know that one’s leadership style and abilities is heavily affected by the candidates own personality and views. As a result of this thinking, it has lead all authors involved in both research paper and article “Relationship Between Leaders Personality Types and Source of Power and leadership Styles Among Managers” and “
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.
Dollonger, M. J. (2002). A framework for Entreprenership. In M. J. Dollonger, Entrepreneurship strategies and Resources (pp. 5-6). New Jersey.