Entrepreneurial Leadership

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Entrepreneurial Leadership

Entrepreneurial leadership helps develop and sustain elements of the organizational culture. Bergstrom (2004) interpreted that entrepreneurial leadership has three dimensions: 1) take more risk; 2) favor change to obtain the advantage; and 3) compete aggressively. We will discuss the common elements of different theories and philosophies as it relates to the new definition of entrepreneurial leadership. I will discuss my leadership style that I aspire to be, and compare it to dimensions of other leadership styles. Entrepreneurs have a wealth of knowledge at their finger tips using tools and resources available through the Small Business Administration (SBA) and the website SCORE. We will explore and compile useful information that can be obtained from the SBA that entrepreneurs and new business owners can use to gain an advantage on start up. I will describe my personal principles of leadership and explain why I believe in them.

Entrepreneurial Leadership
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. Entrepreneurial leadership is a complex style of leading. Individuals who practice this style are generally; driven, risk taker, aggressive and can recognize when change will give the advantage. Peter Drucker (1985) discusses several strategies of entrepreneurs, but “Fustest With the Mostest” is one that looks to the future. Entrepreneurs are looking to the future of creating a new market or industry with their innovation. James Kouzes (2008) highlights his five practices of exemplary leadership. One of the five practices, “Inspire a Shared Vision” is leaders envision the future and create an ideal image of what the organization can become. Steve Case (2009) spoke at George Mason University commencement ceremony about his leadership philosophies of people, passion and perseverance. Case’s “Perseverance” is looking at what the company was going to do in the future not immediate gratification. The common element of all three of these theories/philosophies is look to the future. Immediate gratification will not suffice for the long term goals. Searching for common elements in the theories/philosophies of; Drucker, Kouzes and Case, I have identified yet another. Drucker’s “Creative Imitation” entrepreneurs improve a product or market already done. Kouzes’ “Challenge the process” leaders look for the challenge and ways to improve the process. Case’s “Passion” focuses on what you are passionate about and keep improving it. The common element is looking for ways to improve. Leaders are never

satisfied with just achieving the goal. Once it’s achieved another goal is set. Leaders never stop wanting the best for themselves and the organization. The above mentioned theories/philosophies relate to the new definition of entrepreneurial leadership in that leaders help develop and sustain elements of the organizational culture. They have the ability to recognize opportunities and understand resources and capabilities. The related elements help develop the leaders, as well as, contribute to the success of the business. Discuss your leadership style or the style you aspire to be and how it compares to transactional, transformation, visionary, charismatic, principled, and entrepreneurial leadership.

I have a vision of my leadership containing values, harmony, integrity, ethics and inspiration. I hold a high level of respect for my peers and subordinates. I expect my subordinates to do the same. I like to motivate and encourage as well as challenge the mind. I look for big opportunities and very well equipped employees. My leadership style compares more to principled leadership. I’m moral and ethical with high integrity. I do have characteristic of the other leadership styles. Charismatic with vision and...
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