Leadership and Entrepreneurship

Paper Summary:

This paper discusses how the success of any organization is largely dependent on the various leadership styles, attributes, and models applied during the process of achieving organizational goals, irrespective of the size, type or nature of the said business. These various leadership styles, models and attributes as well as the uncertainty of environmental factors in connection with small and medium enterprises, as observed through various research findings and case studies are discussed elaborately in the paper.

Outline:
Introduction
Leadership Issues faced by SMEs
Business Models for SMEs
Competing Demands of Stakeholders
Environmental Uncertainty and Entrepreneurial Orientation
Conclusion

From the Paper:

"The process of rational strategic decision making in SMEs requires a long-term stable attitude towards risk. Thus the process of leadership in such small and medium sized enterprises should be future oriented, so as to encompass the various strategic obstacles that these firms might have to encounter in the long run. One of the key advantages for small firms, however, is the level of flexibility available to them within their domestic markets which enables them to adapt quickly to the changing market place in order to suit the demands of its customers. The strategic dilemma however, lies in the fact that dispersing their activities as well as market segments as widely as their larger competitors may not always be possible for the small enterprises leaving them with very few viable options / strategies for survival. In such a case the SMEs can hope to combat the challenges posed by the changing market place, by swiftly adapting to its needs and demands and thus reduce risks in the process. "

Sample of Sources Used:

• Anderson, P. & Tushman, M. L. (2001) "Organizational Environments and Industry Exit: The Effects of Uncertainty, Munificence and Complexity." Industrial and Corporate Change, 10: 675-711.
• Sinclair K. (2002) "Leadership versus Management: Critical Agents for Organizational Success"
• Marino L, Lohrke F, Tang Z, Dickson P, K. Weaver M. (2006) "Entrepreurial Acuity: The Relationship Between Entrepreneurial Orientation And The Convergence Of Archival And Perceptual Measures Of Environmental Uncertainty"
• Bass, Bernard. (1990). "From transactional to transformational leadership: Learning to share vision". Organizational Dynamics, Vol.18, Issue 3, 19 - 31.
• Barlett C A, Goshal S. (1991). "Global Strategic Management", Strategic Management Journal, 12, 5 - 16.

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• Case Study # 145683 : "Toyota and Strategic Management"

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