Science

I dont have a paper that is why i am here

setter. Above all, it means having the freedom to lead rather than being obliged to follow" (p.36). In looking at these definitions it can be seen that there are many different types of leadership. Several examples might be transformational, charismatic, and entrepreneurial leadership. Entrepreneurial leadership is vital to an individual and to a corporation's success. Entrepreneurial firms are a major source of innovation and change. They create jobs, new tax revenues, and other transfers of money. At a time when U.S. productivity growth is lagging behind other countries, and when our large corporations are laying off workers and focusing on core businesses, entrepreneurial firms assume a more significant role; They do what large companies are not doing (Miner, 1997, p.54). Definitions of Entrepreneurial Leadership Stevenson, Roberts, & Grousbeck (as cited in Morris, Avilla, & Allen, 1993) Define entrepreneurship as "The process of creating value by bring together a unique package of resources to exploit an opportunity" (p.56). Furthermore, (Covin & Slevin, 1989; Miles & Arnold, 1991; Miller & Friesen, 1983) also cited (Morris et al., 1993): The process itself consists of the set of activities necessary to identify an opportunity, develop a business concept, and then manage and harvest the venture. As a process, it has applicability to organizations of all sizes and types. The entrepreneurship construct has three underlying dimensions: innovativeness, or the development of novel or unique products, services or processes; risk-taking, or willingness to pursue opportunities having a reasonable chance of costly failure; and proactiveness, or an emphasis on persistence and creativity in overcoming obstacles until the innovative concept is fully implemented (p.596). Entrepreneurial Leadership within Management Success for entrepreneurs requires innovation. There are several ways to achieve this according to Drucker: 1. Entrepreneurial management first requires that the organization be made receptive to innovation and willing to perceive change as an opportunity rather than a threat. It must be organized to do the hard work of the entrepreneur and create the entrepreneurial climate. 2. It secondly requires systematic measurementÐ'--or at least systematic appraisalÐ'--of a company's performance as entrepreneur and innovator, and built-in learning to improve performance. 3. Thirdly, entrepreneurial management requires specific practices with respect to organization structure, staffing, management compensation, incentives, and rewards (p.33). Not only is innovation a key factor in the success of entrepreneurial management but, an important issue that needs to be brought to management's attention; individualism and collectivism within the corporation. Morris et al., states the following, " Managers and theorist interested in entrepreneurship must begin to come to terms with the roles of the individuals and the group, respectively, within an organizational context. These roles are an integral component of the internal environment of the firm" (p.603). Drucker (1985) authoring another article with the same title as his book, "Setting up entrepreneurial units" is quoted as saying, For the existing business to be capable of innovation, it has to create a structure that allows people to be entrepreneurialÐ'... This means, first, that the entrepreneurial, the new, has to be organized separately from the old and existingÐ'... This means also that there has to be a special locus for the new venture within the organization, and it has to be pretty high up. Even though the new project, by virtue of it's size, revenues, and markets, does not rank with existing products, somebody in top management must have the specific assignment to work on tomorrow as an entrepreneur and innovator (p.22). Berglass (1977) believes that this is extremely important especially with top management. In business, no one respects a CEO who has lost the will to stick his neck out. Risk aversion among successful entrepreneurs is somewhat widespread. With surprising regularity, formerly fearless entrepreneurs responded to success by holding the reins on risk and change so tightly that they end up strangling their businesses (p.35) Achieving Entrepreneurial Success Miner found through research that there, "is not just one kind of person who has the potential to succeed as an entrepreneur. Furthermore, the findings show that the type of person an individual determines the route he or she should follow" (p.54). He found that there were four types of personalities, they are: 1. Personal Achiever a. Need to achieve-Very High b. Desire to plan and set goals-Not a Major Factor c. Strong personal initiative-High d. Strong personal commitment to their organization-High e. Belief that one person can make a difference-an internal, rather than external, locus of control-High f. Belief that work should be guided by personal goals not those set by others-Very High 2. Empathetic Super Salesperson a. Capacity to understand and feel with another-to empathize-Very High b. Desire to help other-High c. Belief that social processes are very important-Very High d. Need to have strong positive relationships with others-Not a Major Factor e. Belief that a sales force is crucial to carrying out company strategy-High 3. Real Manager a. Desire to play a corporate leader role-High b. Decisiveness-High c. Positive attitudes to authority-High d. Desire to compete-Very High e. Desire for power-Not a Major Factor f. Desire to stand out from the crowd-Very High 4. Expert Idea Generator a. Desire to innovate-High b. Love of Ideas-Very High c. Belief that new product development is crucial to carrying out company strategy-High d. Good intelligence-Not a Major Factor e. Desire to avoid taking risk-High(pp,55-61) He further about various patterns of the four personalities: There is no reason that a person cannot have more than one of the four personality patterns that make for successful entrepreneurship. In my experience, over a third of established entrepreneurs so possess at least two strong patterns. Multiple patterns are particularly frequent when personal achievers or real managers are involved. They are least likely in the case of empathetic super salespeople. Those who possess more than one strong pattern are called complex entrepreneurs. They may activate these patterns concomitantly and thus follow multiple routes at roughly the same time. Or, they may bring the multiple patterns to bear in some type of sequential order (p.62). Despite the four different types of personalities that each person might possess, Pinchot (1994) gives a dozen tips on how to regain or hold onto their entrepreneurial spirit: 1. Find a vision worthy of persistence. Your