Entrepreneurship and Leadership

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BUSINESS Entrepreneurship Innovation Leadership

BUSINESS Entrepreneurship Innovation Leadership

Established in 2008, the Goldman Sachs 10,000 Women Entrepreneurship and Leadership Program is part of the Goldman Sachs 10,000 Women global initiative, which provides 10,000 underserved female entrepreneurs with a business and management education around the world. The AUC program, in partnership with the Wharton School of the University of Pennsylvania, is committed to enhancing the growth and development of female entrepreneurs in the Arab region through a unique blend of certificate and research programs, as well as mentoring and networking activities, which will lead to the social and economic development of the region. More than 300 entrepreneurs have graduated since the program’s inception in 2008.
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Public entrepreneurship as a part of public integrated leadership ;

Public entrepreneurship as a part of public integrated leadership ;

Although this study provides some critical factors in public entrepreneurship and integrated leadership studies, it also possesses several limitations for future studies. Firstly, some indicating variables have relatively weak factor loadings. It means that they have relatively high unexplained variances to explain certain construct variables. A future study should be able to overcome this methodological limitation. Secondly, since this study have focused on the exploring the relationship between entrepreneurship and leadership perspectives, it is for the future research that identifies the causal relationship between organizational or behavioral outcomes and public entrepreneurship as a part of integrated leadership. Lastly, the effect of entrepreneurial-oriented managerial behaviors may be differed by the characteristics of organizations. This study uses large-n-dataset, including almost all federal agencies in the US. The future study can focus on specific public organizations to check whether the effects are interchangeable or not.
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Entrepreneurship, Leadership, and the Value of Feminist Approaches to Understanding Them

Entrepreneurship, Leadership, and the Value of Feminist Approaches to Understanding Them

The contributions of this paper are twofold. First, there are implications for scholarship in that a revisioning of entrepreneurial leadership can be achieved through reference to feminist literature. This can help to shift the underlying ontologies and epistemologies used to under- stand the conceptualizations of entrepreneur- ship and entrepreneurial leadership. Second, this paper contributes to practice, by detailing the disconnect between entrepreneurship as a masculinized concept, and the requirements for effective leadership, including features marked culturally as feminized. We argue that the most successful entrepreneurs are likely to be highly adept at support, nurture, empathy, etc. In short, it may be the case that the most successful entrepreneurial leaders, rather than embodying the shrewd, ruthless businessman stereotype, may well be more “in touch with their feminine side” than they—or the entrepreneurship research community—care to admit. From a paradigmatic perspective, if studies of entrepre- neurial leadership can move beyond ontologies that assume entrepreneurship and leadership to be properties of the individual, rather than situ- ated practice, then a more nuanced understand- ing of the field may be reached. This paper seeks to contribute to knowledge and under- standing of entrepreneurship, and entrepre- neurial leadership in particular, by identifying a need for the research community to engage in studies that seek to investigate these activities as they occur in reality for those who create and develop value. We argue that normative approaches to studying entrepreneurship limit understanding and that inspection of entrepre-
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Youth Entrepreneurship and Leadership (YEL) Model of Oaktree (Australia)

Youth Entrepreneurship and Leadership (YEL) Model of Oaktree (Australia)

Based on Oaktree’s best practices, Oaktree advises the same to the international youth-based developing organizations which are active in the domain of youth leadership, entrepreneurship and social innovation. Oaktree suggests when the youth practices are structured, mentorship-driven and affiliated to or supervised by sector experts, then the possibilities of success enhances than ever before. Catching up with experts, specialists, practitioners, and thus being guided by them utilizing their experiential knowledge and skills itself could be a huge resource for developing organizations in emerging economies. It is also important to value the asset and status of being youth-led, invite innovations, celebrate youthful diversity and be less formalized or directive and more flexible or consultative creating that inevitable youth space for creativity, innovation, entrepreneurship and stewardship. It is also essential to be both humble and courageous not thinking one has got all the solutions of the world. Constant learning, improving oneself, supporting others and building partnership is the key to success. Not de-prioritizing people, valuing passion of others and at times stepping backward to oversee the bigger picture help in many ways in youth organizations. Overall as per the own success stories of Oaktree, being prepared for the long-term and having sustainable linkages help the organization move ahead successfully.
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Enacting Entrepreneurship and Leadership: A Longitudinal Exploration of Gendered Identity Work

Enacting Entrepreneurship and Leadership: A Longitudinal Exploration of Gendered Identity Work

Introduction As the ambit of entrepreneurship research has stretched, so too have the areas of tangential interest that have become interwoven with its primary focus of “the venture” or “the entrepre- neur.” Leadership is one facet of interest that has become enmeshed with the key questions that preoccupy entrepreneurship researchers. His- torically distinct domains of inquiry, entrepre- neurship and leadership have now converged to create, what some label, a “new paradigm” of leadership (Bagheri and Pihie 2011). Both entre- preneurship and leadership are hybrid domains of inquiry, built by the joining together of the componentry of other disciplines and shaped according to questions and intent rooted in relatively recent history. As with any embryonic theoretical construct, emphasis has fallen on establishing its form, character, and definitional parameters; these include the articulation of specifically how entrepreneurial leadership is distinct from forms of leadership that are not
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Social Entrepreneurship, Entrepreneurial Leadership and Organizational Performance: A Mediation Conceptual Framework

Social Entrepreneurship, Entrepreneurial Leadership and Organizational Performance: A Mediation Conceptual Framework

Conclusion: As there have been calls to study on how social entrepreneurship might influence organizational performance as well as studies on the emerging concept of entrepreneurial leadership, this paper has discussed and conceptualized the relationship of social entrepreneurship and leadership towards organizational performance. Past studies have linked each of the variables, however, due to the fact that both of the determinants are relatively new concepts, little to none research has been done to associate them as been done in this paper. Therefore, this paper contributes in filling the literature gap as well as extending the literature on social entrepreneurship, entrepreneurial leadership and organizational performance. Future research can be done in terms of validating the proposed model by empirical research.
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TRANSFORMATIONAL SUPPLY CHAINS AND THE WICKED PROBLEM OF SUSTAINABILITY: ALIGNING KNOWLEDGE, INNOVATION, ENTREPRENEURSHIP, AND LEADERSHIP

TRANSFORMATIONAL SUPPLY CHAINS AND THE WICKED PROBLEM OF SUSTAINABILITY: ALIGNING KNOWLEDGE, INNOVATION, ENTREPRENEURSHIP, AND LEADERSHIP

Entrepreneurship must be a collective enterprise involving all relevant participants in the chain. Leadership needs to go beyond facilitative to co-led through a wide sharing of leadership tasks. Collective engagement better captures the quality of leadership desired (Fear citation). Because new knowledge arises largely from new paradigms or new mental models, participation in transformational governance would potentially draw in a much broader group of participants than just the supply chain members. Knowledge institutions (e.g. universities and the academy more broadly) become potentially useful. Non-governmental organizations (NGOs) that have insights into novel consumer demands or evolving social or environmental norms may become relevant as well. Governmental actors may also be needed to assure that the broader institutional setting would ultimately cooperative with and sanction new strategies that emerge. In short, transformational governance may require a fully open process (at least among relevant
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TEACHING ENTREPRENEURSHIP: THE CASE FOR AN ENTREPRENEURIAL LEADERSHIP COURSE

TEACHING ENTREPRENEURSHIP: THE CASE FOR AN ENTREPRENEURIAL LEADERSHIP COURSE

desired behaviors in settings using, for example, fish bowl exercises, role plays, simulations, and games, The actual practice of skills in the safe setting of the classroom will arm the student with an arsenal to take into the business world. The course, placed at the beginning of the entrepreneurship curriculum, will prepare students for the unique challenges they will face not only as students but ultimately as entrepreneurs. This premise builds on prior research, such as that conducted by Kirby (2004), Baron & Markman (2000) and Fernald et al (2005) or the perspectives put forth by Kuratko (2007), or the entrepreneurial leadership course outcomes discussed by Okudan & Rzasa (2004), as well as my own personal experience (Baron &
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The role of female leadership and female entrepreneurship in business in Surabaya

The role of female leadership and female entrepreneurship in business in Surabaya

10.14414/jebav.14.170104 A B S T R A C T The issue of gender equality has still been a global topic. This implies that male and female should be treated equally. In Indonesia, the realization of gender equality should be pursued by providing wider opportunities for females in various aspects such as in social life with their role in the economy. Nowadays, females can freely open businesses or become entrepreneurs, and even they have opportunity to lead an organization. However, in reality, the number of business females is still very lim- ited compared to the males. For that reason, it requires empowering the female for increasing the number of female entrepreneurs in Indonesia. This study provides a typical character of leadership and entrepreneurship of females in running the busi- ness. It explores the role of leadership and entrepreneurship of female in business in Surabaya. This is qualitative methods of case study, with in-depth interviews on the informants of female entrepreneurs who have business in Surabaya. It shows that female’s leadership in business applies transformational and transactional leader- ship style. Yet, they tend to act as a controller while the role as an enabler is done only for certain conditions. From the entrepreneurship point of view, it shows an important role of entrepreneurship that is to build a culture of innovation and create competitiveness.
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Women Leaders in Social Entrepreneurship: Leadership Perception, And Barriers

Women Leaders in Social Entrepreneurship: Leadership Perception, And Barriers

Recommendations for Future Research The findings of this study on the perception of leadership among women leaders in social entrepreneurship and the barriers they have as they lead resulted in the identification of needs for future research. A study that could be conducted to further expand on the knowledge base relative to the implication of women leaders in the social perception of leadership as an act of empowerment and advocacy. The resulting research could be qualitative in nature and examine the journeys of these participants and the experience of their communities to gain an in-depth understanding of the impact of their practice on the communities they are serving. It could also be a quantitative study that would allow the researcher to conduct a measurement analysis of the outcomes and research questions rather than focus on the stories of the participants.
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Entrepreneurship, Professionalism and Leadership Intention of Generation Z: The Case of Kahta

Entrepreneurship, Professionalism and Leadership Intention of Generation Z: The Case of Kahta

Also, according to the result of factor analysis, the resulting two-dimensional entrepreneurship, professionalism, and leadership intention scale are shown in detail in Table 6, together with the weight of each variable under the factor, and the mentioned “two-dimensional scale” was considered in the creation of the study's hypotheses. 51.5% of the study participants were female, and 48.5% were male students. 70.5% of the sample was in high school, and 29.5% continued their associate degree education. Also, it was determined that 45.6% of the participants had work experience, 54.4% had no work experience, 46.7% of the participants have entrepreneurs in their families, 53.3% of them have no entrepreneurs. On the other hand, it was observed that 77.3% of the participants were entrepreneurs in their immediate environment, such as relatives and friends, and 22.7% of the participants were not entrepreneurs in their immediate environment.
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Positive Leadership and Corporate Entrepreneurship: Theoretical Considerations and Research Propositions

Positive Leadership and Corporate Entrepreneurship: Theoretical Considerations and Research Propositions

Figure 1. Four leadership strategies that enable positive deviance Source: Cameron (2008, p. 14). Impact of Positive Leadership on Corporate Entrepreneurship For some scholars the essence of corporate entrepreneurship and a source of entrepre- neurial behaviour at organisational level is entrepreneurial orientation. It is an ideology that generate strategic criteria of importance, desirability, feasibility, legitimacy, rele- vance of opportunities and actions. Moreover it channels and distributes decision mak- ing into a specific set of procedures and practices. Finally, it provides the institutional strategic framework for understanding the situations that motivate action and interpret meaning. Some researchers operationalized the behaviour of entrepreneurial firms as consisting of product-market innovation, proactiveness of decision making, and risk- taking. They maintained that the level of entrepreneurship presented by a firm was the aggregate total of these three sub-dimensions: “the extent to which top managers are inclined to take business-related risks (the risk-taking dimension), to favour change and innovation in order to obtain a competitive advantage for their firm (the innovative di- mension), and to compete aggressively with other firms (the proactive dimension)” (Cov- in & Slevin, 1988, p. 218). Entrepreneurial orientation has been later operationalized as five-dimensional construct (Lumpkin & Dess, 1996) or three-dimensional one (Kreiser, Marino & Weaver, 2002) and a prerequisite and critical factor of corporate entrepre- neurship. In the project corporate entrepreneurship will be conceptualized as a construct which dimensions work in configuration with positive behaviours in the process of mod-
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Integrating The Five Practices of Exemplary Leadership Model into Entrepreneurship Education

Integrating The Five Practices of Exemplary Leadership Model into Entrepreneurship Education

to include leadership development in their entrepreneurship programs. The main recommendation presented here is that entrepre- neurship educators should integrate one transformational leader- ship model, the Five Practices of Exemplary Leadership, by using the S-LPI to assess leadership self-efficacy among their students, and develop educational strategies based on their results. As the results from this study suggest, place of origin influences levels of self-efficacy when it comes to leadership, so educators should consider personalizing their teaching-learning strategies accord- ingly. This study is not without limitations. Beyond the already noted use of a purposive sample, that prevents generalization of the results, Carter, Ro, Alcott, and Lattuca (2016) cautioned that self-selecting participants introduce bias into the research. In this case, the Mexican and Spanish cohorts participate in programs designed to promote the types of competencies assessed in this study, so it is likely that their results will be different from those of undergraduate students not involved in leadership of entre- preneurship development programs.
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Center for Leadership Education W.P. Carey Minor in Entrepreneurship and Management

Center for Leadership Education W.P. Carey Minor in Entrepreneurship and Management

Center for Leadership Education W.P. Carey Minor in Entrepreneurship and Management R EQUIREMENTS Students must take courses from three categories: statistics, fundamentals of entrepreneurship and management, and upper level entrepreneurship and management electives. Students may elect to focus in a sub-discipline of interest by completing an optional concentration. To complete the minor, all students must successfully complete a program of courses approved by the CLE.

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Clarifying the Domain of Educational Entrepreneurship: Implications for Studying Leadership, Innovation and Change

Clarifying the Domain of Educational Entrepreneurship: Implications for Studying Leadership, Innovation and Change

On the other hand, the application of CE to study educational entrepreneurship helps to conceptualize the phenomena of leadership, innovation and change within educational institutions under a systemic approach. With a systematic organization of the antecedents, elements, forms, orientation, and consequences of educational entrepreneurship, it forms a useful construct for studying various organizational and educational innovations, as well as the changes in form of strategic renewal, and the corporate venturing activities internal and external to an educational institution. It also provides a framework for examining different forms of leadership which is highlighted as an important element in institution-based educational entrepreneurship.
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Entrepreneurship: State of grace or human action? Schumpeter’s leadership vs Kirzner’s alertness.

Entrepreneurship: State of grace or human action? Schumpeter’s leadership vs Kirzner’s alertness.

With regard to this point, one more thing should be noted. For Schumpeter not everybody is potentially an entrepreneur. Leadership and propensity to change are features of a specific human type, opposed to the static one. For Kirzner, instead, entrepreneurship as alertness to unnoticed profit opportunities is potentially present in every man. In this sense, as explained in Huerta de Soto (2010), human action and entrepreneurship are strictly related. Entrepreneurship is necessary to everybody in order to set the means-ends framework; not everybody is alert with regard to the same profit opportunities at the same time; but alertness is anyway a necessary element for human action. Moreover, while Schumpeterian entrepreneurship, as attitude to change, is temporary by nature and, in the same man, will exhaust its power after a certain period of time, Kirznerian entrepreneurship, as basic feature of human action, needs to be always present, at a certain extent, during the life stream.
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Enhancing Women s Economic Empowerment through Entrepreneurship and Business Leadership in OECD Countries

Enhancing Women s Economic Empowerment through Entrepreneurship and Business Leadership in OECD Countries

Using the findings and policy recommendations in Closing the Gender Gap: Act Now as a basis, the OECD developed a Gender Recommendation which was adopted at the OECD Ministerial Council meeting on 29 May 2013 by all OECD member countries, and some non-member countries (OECD, 2013a). The Gender Recommendation sets out a number of measures that governments should consider to address gender inequalities in education, employment and entrepreneurship (Annex 1). It notably recommends that governments of member countries – through appropriate legislation, policies, monitoring and campaigning – provide equal access to education, adopt policies that close the gender pay gap, promote family-friendly policies, foster participation of fathers in unpaid work, work towards a better gender balance in leadership positions and promote entrepreneurship among women. It also recommends that OECD members and key partners contribute to achieving gender equality in developing countries by prioritising investments that promote women’s economic empowerment in development co-operation programmes. The Recommendation proposes that member countries further these objectives through co-operation with all relevant stakeholders, by developing, promoting and exchanging policy principles, guidelines, and best practices, as well as by reinforcing the production of internationally comparable gender-sensitive data.
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Social Entrepreneurship in the Leadership of Grassroots Innovation Movement: A Case Study of Joglo Tani in Yogyakarta

Social Entrepreneurship in the Leadership of Grassroots Innovation Movement: A Case Study of Joglo Tani in Yogyakarta

to answer the questions of how social entrepreneurial values, reflected in the leadership of the empowerment movement, can last for a period of several decades and also how actors manage the dynamics of the movement so that they are able to carry out and express their values for the sustainability of their organizational activities. To answer these problems, I use the perspective of social entrepreneurship theory that can be defined as “the creation of a social value that is produced in collaboration with people and organisations from the civil society who are engaged in social innovations that usually imply an economic activity”, with four key elements, namely social values, civil society, innovation and economic activities (Hulgård, 2010) and the concept of social entrepreneurial value (Nakamura & Horimoto, 2020). This theory explains the efforts and central role of the driving figures in Joglo Tani. A social entrepreneur does not focus on business results, but rather on how the final results of social business generates sustainable change in people’s lives, and this change must be at the community level instead of the individual one (Ebrashi, 2013). Social entrepreneurship is an effort to find sustainable solutions to problems that have been neglected, which usually begin with small initiatives, and what is important is how to explain value creation and value capture in social entrepreneurship (Santos, 2012).
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The Effect Of Ethical Culture Leadership Qualities, Entrepreneurship And Innovation On The Performance Of Government Linked Companies

The Effect Of Ethical Culture Leadership Qualities, Entrepreneurship And Innovation On The Performance Of Government Linked Companies

These few issues have made the public wonder on ethical culture, leadership qualities, entrepreneurial ownership and innovation. The issue is that some GLCs may have shown good performance with the intervention of the government while others may not. The weaknesses on complying with certain standards, stipulated by the top management, may be one of the causes of not performing as expected. One of the most important factors is the ability of GLCs to enhance performance. However, there is less empirical research on the examination of factors which may contribute to the performance of GLCs. There is a research gap and this study strives to fill this research gap. This study aims to examine factors such as ethical culture, leadership qualities, entrepreneurship orientation, and innovation on the performance of GLCs in Malaysia. This study also aims to contribute to the body of knowledge and to help stakeholders and public in seeking for a better and clearer picture on how these GLCs are performing their operations.
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BUS340: Entrepreneurship & Small Business Management Dr. Jeffrey P. Shay The Johnson Professor of Entrepreneurship and Leadership

BUS340: Entrepreneurship & Small Business Management Dr. Jeffrey P. Shay The Johnson Professor of Entrepreneurship and Leadership

Business plans are to be no longer than 40 pages, including text and supporting exhibits. Although not all business plans generated by the class will result in an actual new business start-up, there are numerous examples of multi-million dollar ventures that were started in entrepreneurship courses (we’ll read a few cases that will provide examples). The experience students gain through this project will be valuable for starting their own business in the future as well as for those who will work with entrepreneurs in the future as investors, bankers, lawyers, etc.

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