Chapter_13 - Chapter 13 Entrepreneurial Leadership...

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Copyright Atomic Dog Publishing, 2006 Chapter 13 Entrepreneurial Leadership
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Copyright Atomic Dog Publishing, 2006 13-1 Introduction Leadership is an important and necessary skill for achieving individual, group, and venture performance. Entrepreneurs influence attitudes and expectations that: - Encourage or discourage performance - Secure or alienate employee commitment - Reward or penalize achievement Many entrepreneurs are lone wolves and don’t develop (or can’t develop) leadership skills. Some scholars have noted that the skills that make entrepreneurs successful in the early stages of a company actually hinder them as the company grows.
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Copyright Atomic Dog Publishing, 2006 13-1 Introduction (cont.) Research has determined that many entrepreneurs are effective in creating and running a company on their own. - However growth requires additional employees, when the entrepreneur hasn’t the necessary skills to motivate and inspire followers. - Efforts to analyze effective entrepreneurial leadership have focused on three general areas: The personal traits of leaders The behavior of leaders The situations in which leadership develops - There is agreement that traits and behaviors necessary for being an effective leader vary depending on situation.
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Copyright Atomic Dog Publishing, 2006 13-2 Defining Leadership “The ability to influence through communication the activities of others, individually or as a group, toward the accomplishment of worthwhile, meaningful, and challenging goals.” It is a general concept that applies in many different social contexts. The traits and behaviors that are necessary for leaders of large organizations are different from those that are required for leaders of entrepreneurial ventures.
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Copyright Atomic Dog Publishing, 2006 13-2a The Core of Leadership: Influence Leaders use influence as their primary tool to move the venture toward its goals. Seven influence strategies proposed as vital for entrepreneurial leadership roles: - Reason - Friendliness - Coalition - Bargaining - Assertiveness - Higher authority - Sanctions Research indicates that employees demonstrate higher levels of motivation if they’re allowed to influence the way the organization works.
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Copyright Atomic Dog Publishing, 2006 13-2b Distinguishing Leadership from Management Distinction between leadership and management is controversial. No clear line separates the two. Managers must often be leaders, and leaders must often be managers. There seems to be some truth to the idea that management is distinguished from leadership. - Harvard scholar Abraham Zaleznick supports this notion. The process versus substance distinction helps explain contrast between management and leadership.
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Copyright Atomic Dog Publishing, 2006 Exhibit 13-2 The Management-Leadership Continuum
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Copyright Atomic Dog Publishing, 2006 13-2b Distinguishing Leadership from Management (cont.) Good entrepreneurial leaders sacrifice
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This note was uploaded on 10/02/2010 for the course ENTR ENTR 3310 taught by Professor A.lish during the Fall '09 term at University of Houston-Victoria.

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Chapter_13 - Chapter 13 Entrepreneurial Leadership...

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