Cor­po­rate en­trepreneur­ship

Finweek English Edition - - ADVERTISING & MARKETING -

IN LIGHT OF THE grow­ing in­ter­est in the use of cor­po­rate en­trepreneur­ship to as­sist or­gan­i­sa­tions to en­hance the in­no­va­tive abil­i­ties of their em­ploy­ees and in­crease cor­po­rate suc­cess, it is es­sen­tial to un­der­stand the im­pact of this ap­proach on the com­pany’s lead­er­ship. The topic of lead­er­ship has fas­ci­nated peo­ple for cen­turies and much of the lit­er­a­ture in­di­cates that dis­agree­ments on def­i­ni­tions of lead­er­ship vest in the fact that lead­er­ship in­volves com­plex in­ter­ac­tions be­tween the leader, the fol­low­ers, and the sit­u­a­tion (Kre­it­ner & Kinicki, 2004:595).

Amidst the many dif­fer­ent views on lead­er­ship the com­mon thread, how­ever, is in­flu­ence. Thus it is not nec­es­sar­ily the in­di­vid­ual who pos­sesses the most for­mal au­thor­ity who is the leader in an or­gan­i­sa­tion (Fer­nald et al., 2005:3). The leader can be any­one who ex­erts in­flu­ence over oth­ers. The view that the leader may be an em­ployee at any level of the or­gan­i­sa­tion has emerged as an al­ter­na­tive to a tra­di­tional man­age­ment ap­proach in which man­age­ment was seen as plan­ning, or­gan­is­ing and con­trol­ling the work of other peo­ple.

Sub­se­quently, the term ’en­tre­pre­neur­ial leader‘ now refers to two dif­fer­ent groups of peo­ple in the or­gan­i­sa­tion with dis­tinct roles. These are, (1) the peo­ple who re­side at the top of the or­gan­i­sa­tional chart and who have broad re­spon­si­bil­i­ties across the or­gan­i­sa­tion, and (2) those at all lev­els of the or­gan­i­sa­tion who work to un­cover and pur­sue op­por­tu­ni­ties for con­struc­tive change and un­lock and ef­fec­tively utilise hu­man po­ten­tial for the en­hance­ment of creativ­ity to gain com­mit­ment to vi­sions and goals.

The most im­por­tant func­tion of an en­tre­pre­neur­ial leader is thus not to find new op­por­tu­ni­ties or to iden­tify the crit­i­cal com­pet­i­tive

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