Research shows that there is a consistent set of traits, characteristics and qualities of good leadership that people look for in their leaders. 75,000 people, on six continents over a period of
103
15 years were asked to identify the characteristics and qualities of good leadership (Kouzes &
Posner, 2002, San Francisco: Jossey-Bass). These were the results:
Honesty: The number one quality identified by this researchers is honesty. The respondents explain that a good leader must be honest to the oath of office that saw him to power and also to his numbers of followers. They added that a good leader must be morally upright, unpretentious, reasonable in situations and impartial.
Forward Oriented: A good leader must be forward oriented. He must always see the goal to be achieved and the challenges ahead. He must have the ―Can Do‖ behaviour within him. This quality is very close in comparison with the Conceptual skill of leadership. This means seeing things before others and the ability to predict or forecast what tomorrow will bring.
Competence: A good leader must be competent technically, human relation wisely. He must not be a specialist in a field but a generalist. He must be able to lead others to the very rightful part. He must have the ability to propel others to achieve results.
Inspiring: A good leader must be able to inspire his followers to attain goal and objectives. He must be able to stimulate others to do things and make things happen.
Intelligent: A good and effective leader must be intelligent. He must be sensible and rational. He must be a first class decision maker; he must be able to correct anomalies within his team.
Fair Minded: He must be able to keep a par between rigidity and flexibility. That is, he must not be too hard in his policies and decision and not be too easily discourage to change his painstakingly predetermined made decisions.
Broad -Minded: A leader must be vast in thought and deed. He must be wide and expose to both challenges and opportunities ahead.
Self -control: Another very important quality of a good leader is self control or self-discipline. He must train himself to have a comfortable and proper behaviour which will carry others along and sustain the module operandi of the organization.
104 4.0 CONCLUSION
This unit provides a comprehensive understanding on the subject of Entrepreneurial Leadership, Importance of Entrepreneurial Leadership and Qualities of good leadership. Entrepreneurs leader, has leadership potential combining with entrepreneurial skills, for example, not only team up as a soccer player, he is the person who play in the field with the team as captain. Not only administrator who decide, give instructions and check their workers, but also they should prefer to be entrepreneurial leaders who captained the team and showing the way. When entrepreneurs take risk and they seize opportunities, this leadership has been very important for the growth of the business in the future (Phaneuf et al., 2016: 34). Therefore, it is an important phenomenon for entrepreneurial leadership in business management.
5.0 SUMMARY
Entrepreneurial leadership is a concept appeared by blending the leadership potential with entrepreneurial spirit. When finer points and spirit of entrepreneurship is added to the variable nature of leadership, entrepreneurial leadership arises and it can change the course of the world (Kuru, 2016: 1). Entrepreneurial leadership is defined as affecting and directing the performance of employees toward the achievement of organizational objectives that involve recognizing and exploiting entrepreneurial opportunities (Renko et al., 2015: 55). Entrepreneurial leadership is not synonymous with entrepreneurship. It is a new leadership model. The specific discipline of entrepreneurs and entrepreneurs focuses on creating new initiatives. On the other hand, entrepreneurial leaders are looking for opportunities outside of their new ventures (Greenberg et al., 2011: 2).
Entrepreneurs leader, has leadership potential combining with entrepreneurial skills, for example, not only team up as a soccer player, he is the person who play in the field with the team as captain. Not only administrator who decide, give instructions and check their workers, but also they should prefer to be entrepreneurial leaders who captained the team and showing the way. When entrepreneurs take risk and they seize opportunities, this leadership has been very important for the growth of the business in the future (Phaneuf et al., 2016: 34). Therefore, it is an important phenomenon for entrepreneurial leadership in business management
105 6.0 TUTOR-MARKED ASSIGNMENT
1. Discuss vividly entrepreneur‘s leader?
2. Explain the following terms fair minded, broad -minded and self -control?
7.0 REFERENCES/FURTHER READING
Altuntas, J.W (2014). ―Nothing is More Important Than Leadership‖ in Leaders on Leadership, ed. George Barna. Ventura: Regal.
Carter, J. C. (2009). ―Transformational Leadership and Pastoral Leader Effectiveness‖. Pastoral Psychology (58), 261-71.
Cheng, C. Y. (2002) The Changing Context of School Leadership: Implications of Paradigm shift in Leithwood, K., Hallinger, P. (eds) Second International Handbook of educational Leadership and Administration, London, Kluwer Academic Publishers.
Daft, R.L. (2005). Management. Fort Worth: The Dryden Press.
Fullan, M. (2001) The New Meaning of educational Change, 3rdedn. New York, Teachers College Press.
Greenberg, C. .P and Ugbo, I.F. (2011) Management Theory and Practice Federal, Polyphonic Oko, Polytechnic Press Ltd.
Kuru, , B. M. (2016). Bass & Stogdill‘s Handbook of Leadership. New York: The Free Press.
Khaliq Ahmad (2008) Management from Islamic Perspective Principles and Practices, International Islamic University Malaysia, pp161-190
Luthans, F and Doh, J.P (2012) International Management: Culture, strategy and behaviour, eight edition by McGraw.hill international pp454-486
Lawal, K.A.A and Oludimu,O.L (2014) Leadership Competence for Cooperative Society Renewal: in Resources Management in the 21ST Century: Emerging Issues:FMSNOUNpp117-128
Lawal, K.A.A and Oludimu,O.L (2011) Management principles, practices and focus, Revised edition, Asogun Published, Ibadan pp 50-82
Taiwo, O.L., Okafor, I.P., and Lawal, K.A.A (2017) Entrepreneurship: A global perspective, Uzopietro, Imo. Pp 1-167
106 UNIT 3: Dimensions of Entrepreneurial Leadership
CONTENTS 1.0 Introduction 2.0 Objectives 3.0 Main Content
3.1 Dimensions of Entrepreneurial Leadership 4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment 7.0 References/Further Reading 1.0 INTRODUCTION
Given the importance of leadership, it should not be surprising that new theories for it and other related issues continue to emerge. Dimensions of entrepreneurial leadership greatly influence people to think and behalves in an entrepreneur ways
2.0 OBJECTIVES
At the end of this unit, student should be able to understand various dimensions of entreprenual leadership as applicable to modern organisations. This include:
(6) Risk taking (7) Problem solving (8) Adaptation of changes (9) Team player
3.0 Main Content
3.1 Karcioglu and Yucel (2004) have conducted a study in order to identify personality characteristics of entrepreneurial leaders and suggested that there are nine dimensions of entrepreneurial leadership. Entrepreneurial leadership must have qualities or characteristic features (Nicholson, 1998: 530). These dimensions are as follows (Karcioglu and Yucel, 2004:
418):
107 dapting to changes
Zijlstra (2014: 26) summarizes in his thesis that the size of entrepreneurial leadership and writers are done research on these dimensions in Table 3.
Figure: 10
BEFORE CONCLUSION BREIFLY EXPLAIN THE ABOVE TABLE
108 4.0 CONCLUSION
During the course of this unit, it has been discovered that dimensions of entrepreneurial leadership can be apply to all situation in an organization. Therefore, recent dimensions should be more apply in an organization.
5.0 SUMMARY
The unit was able to provide comprehensive explanations on dimensions of entrepreneur leadership styles and theories. For instance, leader-member exchange theory holds that leadership is a one-on-one exchange in which leaders behave differently with different group members rather than the same with each member. Arguably, either leader-member exchange, transactional, charismatic or transformational leadership all leaders found under these titles exhibits high level of self-confidence, determination, charisma, goal-oriented, result-oriented, self-inspired, can do spirit, pathfinder and visionary.
6.0 TUTOR-MARKED ASSIGNMENT
1. Explain all the dimensions of entrepreneurial leadership discussed in this unit.
7.0 REFERENCES/FURTHER READING
Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. Leadership Quarterly, 14, 261.
Avolio, B., Bass, B. (1995, 2000, 2004). Multifactor Leadership Questionnaire: Manual and Sample Set. Redwood City, CA: Mind Garden, Inc.
Barbuto, J., & Burbach, M. (2006). The emotional intelligence of transformational leaders: A field study of elected official. The Journal of Social Psychology , 51- 54.
Barker, B. (2001). Do Leaders Matter? . Educational Review , 65-76.
Barling, J., Slater, F., & Kelloway, E. K. (2000). Transformational leadership and emotional intelligence: an exploratory study. Leadership & Organization Development, 157-161.
Karcioglu and Yucel (2004). . Leadership and performance beyond expectations. New York:
Free Press
109
Khaliq Ahmad (2008) Management from Islamic Perspective Principles and Practices, International Islamic University Malaysia, pp161-190
Luthans, F and Doh, J.P (2012) International Management: Culture, strategy and behaviour, eight edition by McGraw.hill international pp454-486
Lawal, K.A.A and Oludimu,O.L (2014) Leadership Competence for Cooperative Society Renewal: in Resources Management in the 21ST Century: Emerging Issues:FMSNOUNpp117-128
Lawal, K.A.A and Oludimu,O.L (2011) Management principles, practices and focus, Revised edition, Asogun Published, Ibadan pp 50-82
Taiwo, O.L., Okafor, I.P., and Lawal, K.A.A (2017) Entrepreneurship: A global perspective, Uzopietro, Imo. Pp 1-167
Zijlstra, Y. (2014) The emotional intelligence of transformational leaders: A field study of elected official. The Journal of Social Psychology , 41- 44
110
UNIT 4: LEADERSHIP AND ENTREPRENEURIAL LEADERSHIP STYLES AND